Observes that there has been a renewal of interest in the co‐operative form of business in the UK as a method of working in times of rapid economic change. Notes that co‐operative development agencies, which were established in the 1980s as a means of assisting co‐operative growth and structure, have not always enjoyed a successful relationship with their clients and as a result have been declining in number and influence. Investigates why this relationship did not develop effectively and discusses the development of alternative support structures being established by the co‐operatives themselves. Suggests that these new opportunities present new problems but that the vitality of worker co‐operatives helps overcome these problems.
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