Cooperatives in an Uncertain World : : Perspectives from Switzerland and Its Neighbors.

• Superior document: Contributions to Management Science Series
• Author: Ambühl, Michael.
• TeilnehmendeR: Brusoni, Stefano.; Niedworok, Anja.; Gutmann, Martin.
• Place / Publishing House: Cham : : Springer International Publishing AG,, 2024.; ©2024.
• Year of Publication: 2024
• Edition: 1st ed.
• Language: English
• Series: Contributions to Management Science Series
• Physical Description: 1 online resource (382 pages)

Table of Contents

Intro -- Vorwort -- Preface -- Prefazione -- Preface -- Acknowledgments -- Contents -- List of Figures -- List of Tables -- Chapter 1: Introduction -- 1.1 The Cooperative Potential -- 1.2 The Book -- 1.3 The Contributions -- References -- Part I: The Swiss Cooperatives Then and Now -- Chapter 2: The Swiss Cooperative Landscape: A Quantitative and Qualitative Overview -- 2.1 Introduction -- 2.2 Cooperatives in Switzerland: Numbers and Distribution -- 2.2.1 Geographic Distribution -- 2.2.2 Distribution by Economic Activities -- 2.2.3 Economic Impact and Employment -- 2.2.4 The Social Impact of Swiss Cooperatives -- 2.2.5 Perception and Media Resonance -- 2.3 Swiss Cooperatives in Changing Times -- 2.3.1 The Established Cooperatives -- 2.3.2 The Small Cooperatives: Farming, Housing, and Electricity -- 2.4 Conclusion -- References -- Chapter 3: Swiss Cooperative Law: Driver or Obstacle to Cooperative Growth? -- 3.1 Introduction: Swiss Cooperative Law as an Enabler of or Hurdle to Cooperative Growth -- 3.2 Business Growth -- 3.3 Legal Framework -- 3.3.1 Legal Definition and Characteristics -- 3.3.2 Membership -- 3.3.3 Organization of Cooperatives -- 3.3.4 Cooperative Union -- 3.3.5 Financing of Cooperatives -- 3.4 Selected Characteristics of Swiss Cooperative Law and the Question of Whether Swiss Cooperative Law Is a Driver or Obstacle for Cooperative Growth -- 3.4.1 Principle of Open Membership and Identity Principle -- 3.4.2 Cooperative Purpose -- 3.4.3 Minimum Number of 7 Members -- 3.4.4 Duties of Members -- 3.4.5 Financing -- 3.4.6 Organization/Reorganization -- 3.5 Conclusion -- References -- Other Sources -- Chapter 4: Participation in Participatory Governance: Cooperatives in a Swiss Context -- 4.1 Introduction -- 4.2 Background and Methodology -- 4.3 Participation and Participatory Governance -- 4.4 Tensions in Participating.

4.4.1 Participation Versus Inclusion -- 4.4.1.1 Does the Structure-Given Participation in Cooperatives Promise Participation? -- 4.4.2 Experimentation Versus Outdatedness -- 4.4.3 Idealism Versus Pragmatism -- 4.5 Discussion -- 4.5.1 Multidimensionality and Dynamism -- 4.5.2 Conclusion -- References -- Chapter 5: A Comparative History of Cooperatives in Switzerland, 1800-2000 -- 5.1 Introduction -- 5.1.1 The Question of Swiss Exceptionalism -- 5.1.2 The Limitations of Comparative Studies of Cooperatives -- 5.1.3 Chapter Organization and Starting Point -- 5.2 A Comparative History of Swiss Cooperatives -- 5.2.1 The Industrial Revolution and the Emergence of Cooperatives in Europe -- 5.2.2 The Industrial Revolution and the Emergence of Modern Cooperatives in Switzerland -- 5.2.3 Swiss and European Cooperatives in the Twentieth Century -- 5.3 Swiss Exceptionalism: A Myth or Reality? -- 5.4 Conclusion -- References -- Part II: The Future of and with Cooperatives -- Chapter 6: Digital Transformation and Solidarity in Cooperatives -- 6.1 Introduction -- 6.2 Digital Technologies and the Digital Transformation of Institutional Architecture -- 6.3 Knowledge and Information -- 6.4 Why Cooperatives? And What Role Can They Play in a Digitally Transformed World? -- 6.5 Closing Perspectives -- References -- Chapter 7: Reception and Perspectives of Experts and Cooperative Members on Austrian Cooperatives During the Corona Crisis: A Qualitative and Quantitative Survey -- 7.1 Introduction -- 7.2 Methods -- 7.2.1 Approach and Study Design -- 7.2.2 Delphi Study -- 7.2.3 Member Survey -- 7.3 Perception of Cooperatives During COVID-19 -- 7.3.1 What Is the Perception of Austrian Cooperatives During the Corona Crisis and Beyond? -- 7.4 Competitiveness -- 7.4.1 Cooperatives and the Competitiveness of Their Traditional Values.

7.4.2 What Cooperative Sectors Are Likely to Gain, Lose, or Remain the Same? -- 7.5 Digitalization -- 7.5.1 What Is the Standpoint Towards Digital General Meetings and Decision Processes? -- 7.5.2 What Are Advantages and Disadvantages of an Enforced Digitalization? -- 7.6 Sustainability -- 7.6.1 Do Cooperatives Benefit from a Shift Towards Sustainability and if so, in What Areas? -- 7.6.2 Do Cooperatives Combine Economic and Social Objectives? -- 7.7 Participation -- 7.7.1 Who Is Active in the Cooperative? -- 7.7.2 Is the Corona Crisis Seen as a Cause for a Stronger Involvement? -- 7.7.3 Do Cooperatives Offer Sufficient Opportunities to Get Involved? -- 7.7.4 Is There a Need to Change the Current Structure of Cooperatives? -- 7.8 Future Developments -- 7.9 Conclusion -- References -- Chapter 8: Changing the Mindset: Cooperatives and Complexity-Looking into the Future -- 8.1 Transformation and Repurposing the Enterprise -- 8.2 Places to Intervene in the System -- 8.3 The Cooperative Difference -- 8.4 The Cooperative Model and Its Potential as a Leverage for System Transformation -- 8.4.1 The Leverage Points -- 8.4.2 Transformative Power of Cooperatives -- 8.5 The Mindset, Goals, Measures, and Transformation -- 8.6 Conclusion -- References -- Chapter 9: Balancing Flexibility and Stability: Leveraging Cooperatives for Organizational Resilience -- 9.1 Introduction: What Is Organizational Resilience, and Why Should We Care -- 9.1.1 Resilience as a Competitive Advantage -- 9.1.2 Measurements of Organizational Resilience -- 9.1.3 Creating and Maintaining Resilience in Organizations -- 9.1.4 The Dark Side of Resilience -- 9.2 Why Are Cooperatives more Resilient than Other Types of Organizations? -- 9.2.1 The Organizational Hurdles of Resilience -- 9.2.2 Cooperatives Are Well-Positioned to Face the Hurdles of Resilience.

9.3 Three Cases of Resilience-Enhancing Cooperative Logics -- 9.3.1 Resilience by Design: Raiffeisen's Idea of Cooperative Banking -- 9.3.1.1 Reviving an Old Organizational Form to Tackle New Challenges -- 9.3.1.2 Responding Locally to Unlock Resilience -- 9.3.1.3 Cooperative Banks Are more Resilient -- 9.3.1.4 Hybridization of Cooperatives May Undermine Their Resilience -- 9.3.2 Emerging Organizational Resilience: Intensive Care Unit at the University Hospital of Geneva -- 9.3.2.1 Collective Information Sharing Increases Resilience -- 9.3.2.2 Assessing the Situation and Responding in Real Time -- 9.3.2.3 Self-Organization and Collaboration across Roles and Teams -- 9.3.2.4 Adaptation of Protocols in a Cooperative Setting -- 9.3.3 Organizational Resilience Fosters Societal Resilience: Cooperative Housing in Switzerland -- 9.3.3.1 The Social Benefits of Housing Cooperatives in Switzerland -- 9.3.3.2 A Short History of Cooperative Housing in Switzerland -- 9.3.3.3 Success Factors of Swiss Housing Cooperatives -- 9.3.3.4 Challenges of Housing Cooperatives -- 9.3.4 Case Study Outcomes and Reflections -- 9.3.4.1 How Did the Three Organizations Overcome the Cognitive, Strategic, Political, and Ideological Challenges in Their Quest Toward Resilience? -- 9.4 Avenues for Future Research -- 9.5 Conclusion -- References -- Chapter 10: Cooperative Ecosystems: Contents, Perspectives, and Challenges -- 10.1 Cooperation as a Business Model -- 10.1.1 Cooperation Rents as a Corporate Target -- 10.1.2 Governance and Institutionalization of Networks -- 10.1.3 Governance Decisions for Collaboration in Networks -- 10.1.4 Managing Networks -- 10.2 Value Creating Networks as Ecosystems -- 10.2.1 Content and Characteristics of Ecosystems -- 10.2.2 Business Ecosystems -- 10.2.3 Platform-Based Ecosystems -- 10.2.4 Data-Based Ecosystems.

10.2.5 Balancing Flexibility and Stability -- 10.3 Cooperatives and Their Networks -- 10.3.1 Institutional Innovation in Disruptive Times -- 10.3.2 Partner-Oriented Business Model -- 10.3.3 Member-Value as a Strategy -- 10.3.4 Stability Through Consistent Governance -- 10.3.5 Characteristics of Cooperative Institutionalization -- 10.4 Cooperative Ecosystems -- 10.4.1 Institutionalization of Ecosystems -- 10.4.2 Digital Transformation of Existing Cooperative Ecosystems -- 10.4.3 Cooperative Platform-Based Ecosystems -- 10.4.4 Cooperative Data-Based Ecosystems -- 10.4.5 Perspectives and Challenges -- References -- Websites -- Part III: Cooperatives and Grand Societal Challenges -- Chapter 11: Collaborative Responses to Grand Challenges: The Case of La Scuola Open Source -- 11.1 Navigating Grand Challenges: Exploring the Potential of Cooperative Initiatives -- 11.2 Understanding Open Innovation for Social Challenges -- 11.3 The Rising of La Scuola Open Source -- 11.4 The Project Data -- 11.5 Crowdsourcing to Build a New Community -- 11.5.1 Design Processes: Fostering Collaboration and Empowering Community Creation -- 11.5.2 Digital Platforms: Shaping Values and Engagement Throughout the Project -- 11.5.3 Governance Challenges and Dynamic Decision-Making in Crowdsourcing for Social Innovation -- 11.6 Collaborative Responses to Grand Challenges: Embracing Ambiguity and Diverse Engagement -- References -- Chapter 12: The Evolution and Evaluation of the Italian Legislation on Social Cooperatives and Social Enterprises: Facilitator or Obstacle to Their Diffusion? -- 12.1 Introduction -- 12.2 Swiss and Italian Cooperative Context -- 12.2.1 Data About the Italian Cooperative Sector -- 12.2.2 Data About the Italian Third Sector and the Role of Social Cooperatives -- 12.3 History of Emergence of Social Cooperatives in Italy -- 12.4 Law on Social Cooperation.

12.4.1 Characteristics of Law 381/1991.