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"A must read." -Dr. Jack Quarter, OISE "Combines the practical, hands-on analysis of what makes the Mondragon idea work with the best account in English of the thinking of its founder." -Race Mathews, Monash University, Australia.
Ownership and decision-making are key issues in current debates among corporate, labor, and policy leaders. This volume contains cutting-edge research on the causes and effects of financial and decision-making participation around the globe, plus theory and thought pieces on the meaning and value of employee ownership in a rapidly changing world
These days, it is easy to be cynical about democracy. Even though there are more democratic societies now (119 and counting) than ever before, skeptics can point to low turnouts in national elections, the degree to which money corrupts the process, and the difficulties of mass participation in complex systems as just a few reasons why the system is flawed. The Occupy movement in 2011 proved that there is an emphatic dissatisfaction with the current state of affairs, particularly with the economy, but, ultimately, it failed to produce any coherent vision for social change. So what should progressives be working toward? What should the economic vision be for the 21st century? After Occupy boldly argues that democracy should not just be a feature of political institutions, but of economic institutions as well. In fact, despite the importance of the economy in democratic societies, there is very little about it that is democratic. Questioning whether the lack of democracy in the economy might be unjust, Tom Malleson scrutinizes workplaces, the market, and financial and investment institutions to consider the pros and cons of democratizing each. He considers examples of successful efforts toward economic democracy enacted across the globe, from worker cooperatives in Spain to credit unions and participatory budgeting measures in Brazil and questions the feasibility of expanding each. The book offers the first comprehensive and radical vision for democracy in the economy, but it is far from utopian. Ultimately, After Occupy offers possibility, demonstrating in a remarkably tangible way that when political democracy evolves to include economic democracy, our societies will have a chance of meaningful equality for all.
My interest in X-Efficiency (XE) dates back to 1978. At the time, I was writing the dissertation for my Ph. D. at Washington State University. My dissertation was concerned with the role of attitudes in the school-to-work transition among young men. I was advised by Professor Millard Hastay (a member of my committee) to look at Leibenstein's "new" book, Beyond Economic Man. One of the things that caught my attention was his behavioral description of (selective) rationality. It seemed that Leibenstein' s behavioral description of a (selectively) rational individ ual was very similar to what psychologists such as Abraham Maslow were reporting as being the product of a particular motivational system. In other words, I was impressed with the idea that what Leibenstein was referring to as X-inefficiency was being discussed by psychologists as "the way it (often) is. " So from the beginning I always considered the concept ofX-(in)efficiency to be a valuable one for understanding human behavior. I have since come to believe that this is particularly true when considering behavior in non-market environments, i. e. , within the firm. Work on this book, however, can most realistically said to have started with work which I began in 1982 while I was a Visiting Scholar at Harvard University. Professor Leibenstein suggested that I consider how some empirical evidence which was being cited as evidence for the role of property rights might also be consistent with XE theory. (The consistency, in both directions, is considerable.
Employee participation encompasses the range of mechanisms used to involve the workforce in decisions at all levels of the organization - whether direct or indirect - conducted with employees or through their representatives. In its various guises, the topic of employee participation has been a recurring theme in industrial relations and human resource management. One of the problems in trying to develop any analysis of participation is that there is potentially limited overlap between these different disciplinary traditions, and scholars from diverse traditions may know relatively little of the research that has been done elsewhere. Accordingly in this book, a number of the more significant disciplinary areas are analysed in greater depth in order to ensure that readers gain a better appreciation of what participation means from these quite different contextual perspectives. Not only is there a range of different traditions contributing to the research and literature on the subject, there is also an extremely diverse sets of practices that congregate under the banner of participation. The handbook discusses various arguments and schools of thought about employee participation, analyzes the range of forms that participation can take in practice, and examines the way in which it meets objectives that are set for it, either by employers, trade unions, individual workers, or, indeed, the state. In doing so, the Handbook brings together leading scholars from around the world who present and discuss fundamental theories and approaches to participation in organization as well as their connection to broader political forces. These selections address the changing contexts of employee participation, different cultural/ institutional models, old/'new' economy models, shifting social and political patterns, and the correspondence between industrial and political democracy and participation.
This long-awaited sequel to the modem classic "Markets and Hierarchies" develops and extends Williamson's innovative use of transaction cost economics as an approach to studying economic organization by applying it to work and labor as well as the corporation itself. In addition, Williamson explores its growing implications for public policy, including its potential influence on antitrust and merger guidelines, labor policy, and SEC and public utility regulations.
First published in 1985, Comparative Industrial Relations is a comprehensive introductory text exploring the subject of cross-national comparisons of industrial relations. The book surveys, integrates and reviews a wealth of literature and research relating to comparative industrial relations structures and procedures. It covers key themes within industrial relations and incorporates material from a wide range of areas, including Western Europe, North America, Japan, and Australia. The considerable variety of differing practices and institutions are highlighted and examined, and extensive analysis and explanation is given to their similarities and differences. Comparative Industrial Relations provides detailed and varied perspectives on the contemporary state of knowledge within this important field.
This book brings together classic writings on the economic nature and organization of firms, including works by Ronald Coase, Oliver Williamson, and Michael Jensen and William Meckling, as well as more recent contributions by Paul Milgrom, Bengt Holmstrom, John Roberts, Oliver Hart, Luigi Zingales, and others. Part I explores the general theme of the firm's nature and place in the market economy; Part II addresses the question of which transactions are integrated under a firm's roof and what limits the growth of firms; Part III examines employer-employee relations and the motivation of labor; and Part IV studies the firm's organization from the standpoint of financing and the relationship between owners and managers. The volume also includes a consolidated bibliography of sources cited by these authors and an introductory essay by the editors that surveys the new institutional economics of the firm and issues raised in the anthology.
A collections of essays in honour of Branko Horvat, an economist and social thinker of great international reputation from former Yugoslavia and nowadays Croatia. The essays deal with themes related to Horvat's own work, namely equality, social justice, employee participation, labour management, systemic change, privatization, and growth.