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000087015 005__ 20210902121607.0
000087015 0247_ $$2doi$$a10.1111/apce.12258
000087015 0248_ $$2sideral$$a113601
000087015 037__ $$aART-2020-113601
000087015 041__ $$aeng
000087015 100__ $$0(orcid)0000-0002-4941-2028$$aBretos Fernández, Ignacio$$uUniversidad de Zaragoza
000087015 245__ $$aIs there life after degeneration? The organizational life cycle of cooperatives under a ‘grow-or-die’ dichotomy
000087015 260__ $$c2020
000087015 5060_ $$aAccess copy available to the general public$$fUnrestricted
000087015 5203_ $$aThis article provides an in-depth, longitudinal analysis combining real-time and retrospective data on a set of Mondragon's industrial cooperatives that are organized as international groups. We examine the life cycle of these international cooperative groups, which is expected to evolve differently to that of small- and medium-sized cooperatives that operate exclusively on a local scale. The article is theoretically informed by the cooperative life cycle theory, as well as by recent insights from the degeneration and regeneration theses. Our analysis yields an intricate picture of the evolution of cooperatives faced with a ‘grow-or-die’ dichotomy. On the one hand, our findings reject the highly simplistic and deterministic view of the degeneration thesis by demonstrating that these cooperatives can mobilize resources to revitalize cooperative values and practices. On the other, we find that regeneration may not occur in a consistent, sequential fashion as the previous literature suggests, but rather degenerative and regenerative tendencies can occur simultaneously, even leading to long-lasting, unresolvable situations. In light of this, the article asks future research to draw on power-aware and politically informed approaches for further understanding of how cooperatives manage the tensions at each organizational stage of their life cycle, and of which organizational actors benefit, and how, from reversing some degenerative tendencies while maintaining others intact.
000087015 536__ $$9info:eu-repo/grantAgreement/ES/MINECO/GIU17-052
000087015 540__ $$9info:eu-repo/semantics/openAccess$$aby-nc-nd$$uhttp://creativecommons.org/licenses/by-nc-nd/3.0/es/
000087015 590__ $$a1.905$$b2020
000087015 591__ $$aECONOMICS$$b191 / 376 = 0.508$$c2020$$dQ3$$eT2
000087015 592__ $$a0.526$$b2020
000087015 593__ $$aSociology and Political Science$$c2020$$dQ2
000087015 593__ $$aEconomics and Econometrics$$c2020$$dQ2
000087015 655_4 $$ainfo:eu-repo/semantics/article$$vinfo:eu-repo/semantics/publishedVersion
000087015 700__ $$aErrasti, Anjel
000087015 700__ $$0(orcid)0000-0003-1745-8037$$aMarcuello, Carmen$$uUniversidad de Zaragoza
000087015 7102_ $$14012$$2650$$aUniversidad de Zaragoza$$bDpto. Direcc.Organiza.Empresas$$cÁrea Organización de Empresas
000087015 773__ $$g91, 3 (2020), 435-457$$pAnn. Public Coop. Econ.$$tAnnals of Public and Cooperative Economics$$x1370-4788
000087015 8564_ $$s333178$$uhttps://zaguan.unizar.es/record/87015/files/texto_completo.pdf$$yVersión publicada
000087015 8564_ $$s1693059$$uhttps://zaguan.unizar.es/record/87015/files/texto_completo.jpg?subformat=icon$$xicon$$yVersión publicada
000087015 909CO $$ooai:zaguan.unizar.es:87015$$particulos$$pdriver
000087015 951__ $$a2021-09-02-08:38:45
000087015 980__ $$aARTICLE