El cambio organizativo e institucional en las cooperativas de Mondragónel caso de la cooperativa AMPO

  1. Altuna, Rafael
  2. Urteaga, Eguzki
Revue:
RIO: Revista Internacional de Organizaciones

ISSN: 1886-4171,  2013-570X

Année de publication: 2013

Titre de la publication: Protección social, discapacidad e inclusión social

Número: 11

Pages: 171-190

Type: Article

DOI: 10.17345/RIO11.171-190 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

D'autres publications dans: RIO: Revista Internacional de Organizaciones

Résumé

This article analyzes organizational and institutional change in cooperatives by focusing on the case of the AMPO cooperative, which was a member of the Mondragon Group until 2008. This study reveals how a new management model, inspired by Koldo Saratxaga's theory, was implemented in the cooperative in 2003. This has led to changes to leadership and management style, to individual participation and management, to work processes, structures and contents and, finally, to organizational culture. These changes have brought about good quantitative results and a new client-centred strategy that has been the essential to the whole process.

Références bibliographiques

  • Barandiaran Contreras, M. (2000). Ampo Poyam, Elkarlanean, un recorrido en cooperativa. Litografía Danona, Oiartzun.
  • Bass, B.M. (1985). Leadership and performance beyond expectations. Free Press, New York.
  • Granovetter, M. (1985). «Economic action and social structure: the problem of embeddedness». American Journal of Sociology, vol. 91, nº 3.
  • Hammer, M. y Champy, J. (1994). Reingeniería de la empresa. Parramón, Barcelona.
  • MacGregor Burns, J. (1978). Leadership. Harper & Row, Publishers, New York.
  • March, J.G. y Olsen J.P. (1976). Ambiguity and choice in organizations. Universitetsforlaget, Bergen.
  • Meyer, J. y Rowan, B. (1977). «Institutionalized organizations: formal structure as myth and ceremony». American Journal of Sociology.
  • Power, W. W. y DiMaggio, P. (eds.). (1991). The new institutionalism in organization analysis. The University of Chicago, Chicago
  • Putnam, R. (1993). Making Democracy Work: Civic Traditions in Modern Italy. Princeton University Press, Princenton.
  • Saratxaga, K. (2007). Un nuevo estilo de relaciones para el cambio organizacional pendiente. Prentice Hall, Madrid.
  • Scott, W.R. (1995). Institutions and organizations. Foundations for organizational science. Sage publications, Beverly Hills.
  • Urteaga, E. (2013). «La teoría de Robert Putnam: originalidad y carencias», Reflexión política, vol. 15, nº29, pp. 44–60.
La source de données: Dialnet