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This article analyses how the MONDRAGON Group has overcome the barriers that the literature identifies in the creation of employee owned companies (Mygind and Poulsen, 2021), and how it has managed to grow over the last few decades.

To this end, based on an analysis of the legislative framework and the internal documentation of the MONDRAGON Group and its cooperatives, the case of what is often considered the most successful and highly developed network of co-operative firms is studied.

The study leads us to conclude that MONDRAGON has had sufficient capacity to overcome the barriers faced by worker-owned companies and has known how to adapt to the economic and social demands of each moment, despite the fact that at certain times it has had to act flexibly in its principles.

The work is limited to the analysis of the Group's internal documentation. It would be interesting to complement this vision with the perceptions of MONDRAGON's partners.

The MONDRAGON Group's study can show other cooperative experiences what the keys to success are.

MONDRAGON has been analysed from different perspectives, but how it has overcome the specific barriers presented by employee-owned companies has not been specifically studied. This perspective makes it possible to identify some of the group's success factors.

After reading and analysing the case study, the students would be able to understand the various challenges in terms of credit expansion for a rural co-operative bank, discuss the role of an apex co-operative bank within the three-tier credit structure, understand the co-operative banks’ product offerings in the agribusiness space and understand the various styles of leadership and change management models within a rural bank.

This case study exemplified the enabling role played by a co-operative credit institution, Andhra Pradesh State Co-Operative Bank (APCOB). It discussed the issues and challenges APCOB faced in mainstreaming an unconventional lending process through its lower tiers. Although the three-tier credit structure played a significant role in the disbursal of short-term loan to farmers, the managing director strongly felt the need to reach out to farmer institutions like farmer producers organization through suitable product offering and right processes.

This case study could serve as an introduction to rural credit co-operatives in MBA courses such as bank management, agricultural finance and rural credit and organizational behaviour. The case study could also be administered as a part of training programmes for state co-operative banks, district central co-operative banks and urban co-operative bank that are involved in planning and execution of development strategies in the area of co-operative banking and agribusiness development.

Teaching notes are available for educators only

CSS: 1: Accounting and Finance.

This policy brief calls for co-operative industry associations to implement policies that encourage co-operatives to embrace the SDGs in a way that reflects the co-operative difference. In particular, this brief explores why it is important for co-operatives to measure and report on the SDGs and to link the SDGs to the seven principles of co-operatives. We argue that reporting on the SDGs in the context of the seven principles enables co-operatives to illustrate their co-operative difference from investor-owned businesses (IOB) who are increasingly reporting on SDG performance. We identify key recommendations that are critical in facilitating co-operatives’ adoption of the SDGs and in reporting their performance relative to the SDGs and the seven principles.

The foremost objective of this chapter was to present an overview of the cooperative healthcare sector in Argentina by reviewing its brief history, components and the role these healthcare cooperatives play in the society. The second objective was to look at how these cooperatives have helped women and the local communities in which they operate.

This paper has used chiefly secondary data derived from various academic papers and official and government websites which publish cooperative sector-related information. The intention was to construct a concise yet detailed study that would be of help to other researchers in the field of healthcare cooperatives since the data related to Argentina is highly scattered and frequently found not up to date.

The research has found that health cooperatives in Argentina have aided in overcoming problems in the sector such as sectoral fragmentation, negligence and frequently inadequate standards of care management as well as operational and implementation failures that the private and government healthcare players have been accused of being fraught with. Furthermore, the cooperatives have frequently played a complementary or supplementary role rather than a competitive one with the private and government players.

Through the examples presented in this chapter, it is evident that health cooperatives in Argentina are making large impacts in the healthcare domain along with positively impacting women, marginalised and vulnerable sections of the society and the community. It only remains to be seen now how far this sector will grow in the future and how many more lives will be benefitted.

Human evolution has witnessed the highest level of metamorphism overages. COVID-19 alarmed us when we were unceasingly running toward monetary benefits and money, the significance of health. That initiated the thought process of improvising the health and healthcare infrastructure, leading to the birth of the health cooperative as a reform. During the state of COVID services, operations of the hospital were unreachable due to the unavailability of doctors, facilities, hiked charges, and lack of insurance coverage made people disbelieve in the system. Many social activists propose the idea of healthcare cooperatives to foster healthcare needs. The study guides us to understand the roles of healthcare cooperatives like the establishment of service facilities, modernisation of existing facilities, expansion to various topographical locations, and healthcare education to the general public, repair, and renovate the instrumentation in the medical field. The study also finds the ways and means of self-sustainability of health cooperatives with dependency on government financial support during the initial take-off. The benefits of cooperatives contributing to the NDHM and supporting the development of healthcare infrastructure in rural areas. The study enables us to find the factors that healthcare cooperatives need to consider for providing the right benefit to the citizens and factors for the self-sustained and self-resilient mode of seamless operation. The study has two different data collecting instruments, one to collect the data from the public and other from healthcare professionals. The result of the study reveals the mechanisms through which healthcare cooperatives can provide well-structured healthcare support to the nation.

This paper aims to help understand how community-based social entrepreneurs experience world-class “performance excellence” models and to explore the core values that enable social enterprises to become high-performance organizations.

Underpinned by Mindsponge processes, the proposed conceptual framework critiques the Baldrige criteria for performance excellence (BCPE) model in a global south context. The mixed-methods study fosters an in-depth analysis. First, it validates the BCPE mechanism in community-based social enterprises (CBSEs) before identifying the significant core values and concepts of BCPE that influence CBSEs to achieve high performance.

The BCPE, adapted from global north corporate principles and applied at a community level, can significantly develop global south organization performance excellence. Five core values and concepts from the 11 fundamental beliefs in driving performance excellence were found to support performance excellence in CBSE management. These values and concepts are “customer-focused excellence,” “social responsibility,” “systems perspective,” “visionary leadership” and “focus on success.”

First, factors influencing performance excellence are not limited to the core values elements discussed. Future research may clarify factors extracted from the “Process” category of BCPE to explore further how CBSEs can enhance their performance in a different formation path. Second, this study only considered the Thai-Phuan community in Pho Tak village, Nong Khai, Thailand, to represent as a single case study. However, different, clustered or contrasting CBSEs in other regions remain open for further exploration to enrich the knowledge of “performance excellence” in a community organization. Finally, a longitudinal study would be a welcome addition.

The following must be considered. First is setting a clear direction: the organization’s vision and mission, by purposeful design, should ensure that CBSE managers are leading by example and demonstrating the importance of social and environmental value creation. Second is developing institutional culture: fundamental core values focused predominantly on “customer-focused excellence” and “social responsibility” encourage collaboration by “working together to drive success”. Third is developing integrated management system: CBSEs need to ensure that the management systems can collaborate and complement each component to create performance excellence. Fourth is creating a learning organization: CBSEs need to create a culture of continuous learning through data collection, measurement, analysis and modification.

This study clarifies that the implementation of BCPE is crucial to the establishment of performance excellence at both macro- and micro-level organizations. According to the Malcolm Baldrige National Quality Award, the fundamental drivers of BCPE are the same for all types of organizations and in all sectors, whether in the private sector, education, health care or government (Blazey and Grizzell, 2021). By applying the Baldrige excellence model at the community level, this study found that CBSE can similarly strive for excellence and improved performance. This can lead to strengthened services, increased productivity and enhanced quality of life for the community.

This study provides a novel viewpoint on the Baldrige paradigm. Expressly, BCPE is compatible with global south community-based organizations to enhance performance excellence. Its essential contribution demonstrates that Baldrige model concepts are more widespread within smaller and underdeveloped territories than imagined. The recent (post-study) inclusion of “Community” as an independent sector in the Malcolm Baldrige National Quality Awards validates the research findings and recommendations proposed by this study.

There is a renewed interest among economists and policymakers in striking a perfect balance between the market, state, and the community for equitable and sustained development. Inclusive development is the need of the hour and healthcare cooperatives provide the perfect means to deliver that. The cooperatives can and should have an important role to play in this scenario. However, there is an important need to provide an enabling environment for the genesis and growth of Healthcare Cooperatives in India and to learn from the best models and practices across the world. The chapter discusses the effectiveness of healthcare cooperatives.

The purpose of this study is to look at the factors that influence the success of Indonesian cooperatives.

This study employs a two-stage quantitative approach. Exploratory factor analysis (EFA) is used to determine the factors in the first step. The next step is to conduct a multivariate regression analysis to determine the impact of these factors on the cooperative success variable in Indonesia.

The components produced include Member Participation, Membership, Cooperative Governance Structure, Board of co-ops, Vertical Integration, Collective Action and Transaction Cost, according to the EFA results. A further study utilizing multiple regression techniques reveals that four elements, namely Member Participation, Board of Coops, Vertical Integration and Collective Action, have a major impact on the performance of Indonesian cooperatives.

Generalizations are impossible because of the small sample size and restricted responders. More studies are required, using a broader range of respondents and approaches.

The results of the study contributed both to the stakeholders of cooperatives and to the development of cooperative science specifically in the context of Indonesian cooperatives. Cooperative stakeholders in Indonesia must realize that members are owners and customers of their cooperative. This awareness must continue to be echoed by cooperatives to its members in various ways, so that commitment arises to members to be willing to participate and cooperate. Awareness of members to participate and cooperate ultimately affects the sustainability of cooperative businesses and impacts improving members' welfare beds.

The study's novelty lies in a more comprehensive model of Indonesian cooperative success.

The peer review history for this article is available at: https://publons.com/publon/10.1108/IJSE-02-2022-0078.

The purpose of this paper is to give an updated overview over the development of employee-ownership in Italy, France, Spain including Mondragon, the UK and the US with relatively many employee-owned firms. How have the barriers for employee-ownership been overcome in these countries?

The overview is based on updated descriptions of the development of employee-ownership included in this special issue. The analysis follows the structure of overcoming five barriers: the organization problem; the problem of entry and exit of employee-owners; the startup and takeover problem; the capital- and the risk problem.

Italy, France and Spain have overcome the barriers by specific legislation for worker cooperatives, this includes rules for entry and exit of employee members. Cooperative support organizations play an important role for monitoring and managing the startup problem and for access to capital. The Mondragon model includes individual ownership elements and a group structure of cooperatives. The EOT and ESOP models are well suited for employee takeovers, financing are eased by tax advantages and they are all-employee schemes. While the EOT has no individual risks, the ESOP model has the possibility for capital gains for employees but also the risk of losing these gains.

Comprehensive and updated overview of the development in employee-ownership in the five countries to identify successful formats of employee-ownership for implementation in countries with few employee-owned firms.

Drawing upon stewardship and resource-based view theories, the purpose of this study is to empirically examine the impacts of management committee effectiveness (MCE), member economic participation (MEP), innovation (INNOV) and internal control systems (ICS) on the performance of employee-based savings and credit cooperatives (SACCOs) in Nigeria.

This study adopted a survey research design. Thus, a structured questionnaire was used to collect data from a sample of 295 members of six employee-based SACCOs in Nigeria. To test the study hypotheses, partial least squares structural equation modelling (PLS-SEM), through SmartPLS version 2, was used.

The results show that MCE, MEP, INNOV and ICS have significant positive links with the performance of employee-based SACCOs. Further analysis reveals that MCE has the greatest impact on performance, followed by MEP, ICS and INNOV, respectively.

The findings provide practical and managerial implications for members and management committees of employee-based SACCOs.

There is a paucity of studies on the impacts of MCE, MEP, INNOV and ICS on cooperative performance. This study contributes to the literature on cooperatives by demonstrating the positive impacts of MCE, MEP, INNOV and ICS on cooperative performance in a single study.