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The purpose of this paper is to consider the historical basis of development of corporate social responsibility and the impact of this on co‐operative enterprises and member‐owned businesses.

This is a viewpoint identified by years of experience dealing with co‐operative organisations.

The paper finds that the basis of development of corporate social responsibility from the perspective of commercial corporations does not promote an adequate accounting framework for co‐operative enterprises and member‐owned businesses.

Practitioners in different areas of business are trying to make sense of sustainability accounting and reporting in a commercial setting. This piece by one of these, draws on a topical initiative around co‐operative enterprises to raise questions around what is meant by performance in the context of member‐owned enterprises and whether the field of corporate social responsibility has overlooked the relevance of ownership in terms of organisational incentives for action.

The author proposes a series of definitions for co‐operative performance, which are designed to underpin metrics that relate to “member value”. This is offered in contrast to “shareholder value” for companies that, unlike co‐operatives, are owned by external shareholders.

The field of corporate social responsibility is a major user and innovator of the tools and techniques for sustainability accounting and reporting. But it tends to be silent on ownership. However, if different models of ownership create different incentives for action on sustainable development, then rather than just accounting for “how” an enterprise operates, however it is owned and led, there may be value in tools to test “whether” an institution is fit for purpose in its fundamental design.

The paper develops a new perspective and future research opportunities in identifying performance measures for co‐operative enterprises.

With the publication of a White Paper in October 1977, the Prime Minister and the Government have signalled their intention of setting up a new Co‐operative Development Agency at an early date. Assuming that the report's detailed recommendations are followed, then one of the main tasks of the new CDA will be to ‘identify, promote and encourage viable projects to be undertaken on a co‐operative basis.’ At least for the life of this government, support for new co‐operative enterprises seems likely to form part of official policy. The aim of this article is to contribute to this wider re‐opening of the debate about whether co‐operative production offers a practical middle way between private capitalist and state‐owned business. By co‐operative production I mean a system under which the ultimate control and ownership of an enterprise rests not with outsiders — whether private capitalists or state bureaucrats — but with all those working in it. What I shall attempt to argue is that such enterprises, if they are correctly structured, if they enjoy fully professional management, and if they enjoy adequate access to capital and markets, do indeed offer a practical and even a promising third way.

The purpose of this paper is to understand the emergence of new, multi‐stakeholder co‐operatives in China and identify their resource mix structure, as well as the influence of institutional environments. The empirical observations are related to a conceptual rationale of social enterprises as private businesses, and it is suggested that the new rural co‐operatives found in China are increasingly caught in a “co‐operative trilemma” and an emerging public–private “welfare partnership”.

The paper is developed from a conceptual rationale of social enterprises as private businesses that are not primarily driven by financial profit but by a combination of economic and social objectives, whereby stakeholders from various institutional spheres (market, state and civil society) are increasingly involved. Based upon this, the paper analyses and synthesizes the main findings from 20 cases investigated during fieldwork conducted in China. Data were gathered through a combination of semi‐structured interviews with key figures in the field and documentary analysis.

The main findings show that new co‐operatives in China indeed combine multiple resources, including members’ contributions and institutional capital, public financial support and market sales, as well as private non‐market resources such as volunteering and donations. This empirical observation provides further evidence of the transformation process of Chinese rural co‐operatives from classic mutual aids to a new model with a more outward community orientation and a multi‐stakeholder character. Moreover, it was found that institutional environments facilitate or discourage co‐operatives’ multiple resources formation. Based upon this empirical evidence it is seen how new Chinese rural co‐operatives are caught in a “co‐operative trilemma”, finding themselves “at the crossroads of market, public policy and civil society” and involved in an emerging public‐private “welfare partnership”.

The research has implications for research on co‐operatives and social enterprises in China, as well as policy implications with regard to the development of more favourable institutional support for co‐operatives as rural third‐sector organizations.

By addressing three research questions the paper contributes to the literature on the emergence of multi‐stakeholder co‐operatives in China (and in developing countries more generally) and contributes to the literature on the capital structure of co‐operatives from practice and policy perspectives. Based upon evidence from China, the paper helps to explain how these newly emerging rural co‐operatives in China, which are struggling against capital constraints when facing a highly competitive environment and trying to catch up through a process of diversification, just like many contemporary co‐operatives in the West, are finding themselves caught in a new co‐operative trilemma.

In light of the faster than expected take up of the community interest company (CIC) in the UK, the purpose of this paper is to revisit findings from a study undertaken in 2000 on the impact of asset‐locks on the longevity, growth and management styles in co‐operative social enterprises.

This paper is both conceptual and empirical. It examines different worker co‐operative traditions and develops a meta‐theory that explains underlying assumptions in different forms of co‐operative social enterprise. Using empirical data from five common ownership co‐operatives and five equity‐based co‐operatives, this exploratory study finds differences in management style, access to finance and growth prospects both within and between the two groups.

Devolution of management responsibilities is more prevalent in co‐operatives permitting both individual and collective ownership, as opposed to common ownership. Access to external finance is less problematic for organisations where individuals have made investments. Despite this, it is not established that organisations with external equity or loan finance grow quicker or fare better over the longer term.

The value of the paper lies both in the development of a meta‐theoretical framework for differentiating forms of worker co‐operative, as well as empirical evidence on the impact of asset‐locks in the management and development of social enterprises. The study suggests that the companies limited by share (CLS) version of the CIC, or abandonment of the CIC in favour of an appropriately structured CLS or Industrial and Provident Society model, may be appropriate for social enterprises wishing to grow, but makes little difference in small service oriented social enterprises.

The purpose of this paper is to draw conclusions about China's agricultural integration (CAI) by looking back its processes stage by stage, discussing the problems related to CAI, in order to learn salutary lessons for the future of agricultural development, for the increase in rural income, and especially for the promotion of CAI.

The paper comprises three stages: analyzing the process of CAI from the household responsibility system, to agricultural industrialization, until the stage of CAI led by farmers' co‐operatives; discussing the related practice together with literature; and historically proving that there is no better way to promote CAI than letting it be led by farmers' co‐operatives.

The paper finds that, the development of China's agricultural economic organizations is owing to CAI, and can be studied stage by stage; the process of CAI proves that it needs to be promoted as a new style led by farmers' co‐operative in order to increase rural income; literature review also gives eloquent proof of the above viewpoint; agricultural integration led by farmers' co‐operative should be taken as a better way to upgrade CAI and to increase rural income, for it can decrease the benefit disputes that usually happened in the former type of agricultural industrialization.

The obvious value of the paper is to show, by a historical review, a way to promote CAI and to increase farmers' income. A literature review finds these countermeasures comprehensively, historically, and theoretically. The information about CAI will be beneficial for people who are interested in the topic.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

Purpose – The aim of this chapter is to explore the current trend for new ‘mutual’ models of public service delivery as part of a process of personalisation and commodification of health and social care design and service delivery.

Design/methodology/approach – The authors use the thesis of commodification and the concept of value to explore, with the aid of three examples from previous research, the complexity of transfer of large-scale services from local government and health bodies and the potential contribution of co-operatives and mutuals to this agenda.

Findings – Mutuals may provide an alternative to the supposedly inevitable progression to wholly commodified health and social care provision. However, a top-down push to encourage employee-owned enterprises may fail to take account of significant issues: high capital and labour costs; transfer of risk to consumers purchasing services; quality of care assurance; scope and scale of services; and enabling policies and structures to support democratic ownership and control of enterprises.

Research implications/limitations – Although the chapter focuses on Welsh experience, there are implications for the future provision of public services more generally.

Originality/value – This chapter contributes to a growing discourse and critical awareness of co-operatives and mutuals as potential public service providers. In particular, the nature of democratic engagement and involvement; models of co-ownership and co-construction of public services and the role of the State in promoting alternative non-marketised systems of design and delivery for the public good as well as maintaining accountability through local and national democratic processes.

Remarks that Immanuel Kant’s categorical imperative, admonishing us not to treat others as mere means, can be seen to pave the way for an ethics of worker ownership, where the staff decides and assumes the role of residual claimant. Could large corporations convert worker ownership and still prosper and grow? It is in trying to answer this type of question that scholars all over the world have been interested in the development of what is generally regarded as the world’s most famous and most successful worker co‐operative: the Mondragon Co‐operative Complex. After reviewing some of the major reorganizations at Mondragon, summarizes the co‐operative’s economic performance up to 1995. Assesses the prospects of maintaining economic democracy while competing with large transnational corporations which have access to low‐cost labour in the Third World.

The purpose of this paper is to present findings from a large-scale survey of members of co-operative and mutual enterprises (CMEs) that examines the factors influencing members’ intentions to remain loyal to the enterprise and to provide word of mouth (WOM).

A model was suggested and tested to examine the interrelationships between constructs measuring emotional, functional and financial value, affective and continuance commitment, intention to remain loyal to a CME and WOM communication. A large sample was drawn from a range of co-operative and mutual enterprises, and the suggested model was estimated using a partial least squares approach.

Significant relationships were found between all constructs. However, emotional value and affective commitment were found to have particularly strong relationships. Emotional value had a strong influence on both affective and continuance commitment, while affective commitment had a strong influence on loyalty and WOM.

This paper provides empirical support for suggestions about the factors that influence member loyalty within CMEs and the relative importance of non-financial motivations. It also provides a strong foundation upon which directors and executive managers of CMEs can build more effective member marketing and communications strategies.

In the last two decades, a new form of organization has progressively become predominant on many global markets: networks. Very few worker co-operatives have adopted such a pattern though, despite the fact that, as the theoretical literature shows, the advantages of network industrial structures are numerous and networking can be considered a necessity in the context of globalization. After introducing a new framework for analyzing networks, we argue that combining several dimensions of integration has been an important factor of efficiency in three case studies: Mondragon Corporacion Cooperativa, the industrial districts of Emilia-Romagna, and Scop Entreprises.