000078332 001__ 78332 000078332 005__ 20190709135711.0 000078332 0247_ $$2doi$$a10.1177/1350508416656788 000078332 0248_ $$2sideral$$a109901 000078332 037__ $$aART-2017-109901 000078332 041__ $$aeng 000078332 100__ $$0(orcid)0000-0002-4941-2028$$aBretos, Ignacio$$uUniversidad de Zaragoza 000078332 245__ $$aChallenges and opportunities for the regeneration of multinational worker cooperatives: Lessons from Mondragon Corporation. A case study of the Fagor Ederlan Group 000078332 260__ $$c2017 000078332 5060_ $$aAccess copy available to the general public$$fUnrestricted 000078332 5203_ $$aOrganisations with alternative structures have been forced to grow internationally in order to remain competitive in the current global context. Some of the industrial cooperatives that belong to the Mondragon Corporation have since the 1990s followed internationalisation strategies that have increased their competitiveness, the number of their employees and their ability to create wealth. However, these moves have also called into question the founding nature of these enterprises. Recently, the Corporation itself has adopted a discourse based on strengthening workers’ participation in capitalist subsidiaries, but to date, the initiatives taken by its multinational cooperatives have been few and the results not particularly impressive. This article investigates this disconnect, delving into the problems of replicating the cooperative model in these subsidiaries and seeking solutions. It focuses on the case of Fagor Ederlan (Mondragon Corporation), examining the efforts to transform capitalist subsidiaries, especially the ‘cooperativisation’ of the Fagor subsidiary in Tafalla (Spain), which is the biggest regeneration project in Mondragon’s Industrial Division. This work also contributes to the broader field of organisational theory by analysing the tensions and opportunities for regeneration in worker-owned organisations under the current globalised context. 000078332 540__ $$9info:eu-repo/semantics/openAccess$$aAll rights reserved$$uhttp://www.europeana.eu/rights/rr-f/ 000078332 590__ $$a2.701$$b2017 000078332 591__ $$aMANAGEMENT$$b67 / 209 = 0.321$$c2017$$dQ2$$eT1 000078332 592__ $$a1.976$$b2017 000078332 593__ $$aBusiness, Management and Accounting (miscellaneous)$$c2017$$dQ1 000078332 593__ $$aStrategy and Management$$c2017$$dQ1 000078332 593__ $$aManagement of Technology and Innovation$$c2017$$dQ1 000078332 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/publishedVersion 000078332 700__ $$aErrasti, Anjel 000078332 7102_ $$10$$2X$$aUniversidad de Zaragoza$$bVicerrec.Transf.Innov.Tecnológ$$cÁrea Trans. Innov. Tecnológica 000078332 773__ $$g24, 2 (2017), 154-173$$pOrganization$$tORGANIZATION$$x1350-5084 000078332 8564_ $$s627671$$uhttps://zaguan.unizar.es/record/78332/files/texto_completo.pdf$$yVersión publicada 000078332 8564_ $$s64558$$uhttps://zaguan.unizar.es/record/78332/files/texto_completo.jpg?subformat=icon$$xicon$$yVersión publicada 000078332 909CO $$ooai:zaguan.unizar.es:78332$$particulos$$pdriver 000078332 951__ $$a2019-07-09-12:55:15 000078332 980__ $$aARTICLE