scholarly journals Business Co-operatives in Australia: “Unlikely Soil for a Co-operative Movement”

2021 ◽  
pp. 1-25
Author(s):  
Greg Patmore ◽  
Nikola Balnave ◽  
Olivera Marjanovic
Keyword(s):  
Business Model ◽  
Common Good ◽  
Business Owners ◽  
The Self ◽  
Small Business Owners ◽  
Large Database ◽  
Average Life ◽  
Direct Competition ◽  
The Common ◽  
Over Time

While co-operatives are traditionally associated with workers, consumers, and farmers, the business model, with its emphasis on democracy and community, has also been adopted by small business owners, the self-employed, and professionals. These business co-operatives are distinct phenomenon, because they primarily consist of independent organizational entities that are not co-operatives and are generally in direct competition with one another. They are unique in that they bring together separate organizations that seek to combat market threats while adopting a philosophy based on co-operative principles. This article begins with an overview of the Australian co-operative landscape. It then defines the concept of business co-operatives and then draws upon the Visual Atlas of Australian Co-operatives History Project, which has developed a large database of Australian co-operatives over time and space, to examine the development of business co-operatives in Australia. It looks at where business co-operatives formed in the economy, the motivation underlying their formation, their average life spans, and their relationships with the broader co-operative movement. The article highlights the value of business co-operatives in introducing the values of participatory democracy and working for the common good into unanticipated markets and reinforcing the co-operative movement.

The Virtues of Justice: Toward a Moral and Jurisprudential Psychology

2021 ◽  
pp. 0306624X2110668
Author(s):  
Christopher Williams ◽  
Bruce Arrigo
Keyword(s):  
Social Change ◽  
Virtue Ethics ◽  
Human Nature ◽  
Common Good ◽  
Crime Control ◽  
Well Being ◽  
Offender Therapy ◽  
Psychological Structure ◽  
The Common ◽  
Over Time

Within the theoretical literature on crime control and offender therapy, little has been written about the importance of virtue ethics in the experience of human justice and in the evolution of the common good. As a theory of being, the aretaic tradition extols eudemonic existence (i.e., excellence, flourishing) as a relational habit of developing character that is both practiced and embodied over time. What this implies is that virtue justice depends on a set of assumptions and predispositions—both moral and jurisprudential—whose meanings are essential to comprehending its psychological structure. This article sets out to explore several themes that our integral to our thesis on the virtues (i.e., the being) of justice. We reclaim justice’s aretaic significance, critique the common conflation of justice and law, discuss how the dominant legalistic conception of justice is rooted in a particular view of human nature, suggest how justice might be more properly grounded in natural moral sensibilities, and provide a tentative explication of the psychological character of justice as a twofold moral disposition. Given this exploratory commentary, we conclude by reflecting on how individual well-being, system-wide progress, and transformative social change are both possible and practical, in the interest of promoting the virtues of justice within the practice of crime control and offender therapy.

scholarly journals Digital Platforms for the Common Good: Social Innovation for Active Citizenship and ESG

2022 ◽  
Vol 14 (2) ◽  
pp. 639
Author(s):  
Evangelos Katsamakas ◽  
Kostapanos Miliaresis ◽  
Oleg V. Pavlov
Keyword(s):  
Business Model ◽  
Common Good ◽  
Social Impact ◽  
Network Effects ◽  
Social Innovation ◽  
Feedback Loops ◽  
Social Entrepreneurs ◽  
Digital Platforms ◽  
The Common Good ◽  
The Common

The platform business model has attracted significant attention in business research and practice. However, much of the existing literature studies commercial platforms that seek to maximize profit. In contrast, we focus on a platform for volunteers that aims to maximize social impact. This business model is called a platform for the common good. The article proposes a Causal Loop Diagram (CLD) model that explains how a platform for the common good creates value. Our model maps the key strategic feedback loops that constitute the core structure of the platform and explains its growth and performance through time. We show that multiple types of network effects create interlocking, reinforcing feedback loops. Overall, the article contributes towards a dynamic theory of the platforms for the common good. Moreover, the article provides insights for social entrepreneurs who seek to build, understand, and optimize platforms that maximize social value and managers of companies that seek to participate in such platforms. Social entrepreneurs should seek to leverage the critical feedback loops of their platform.

scholarly journals Medieval corporations, membership and the common good: rethinking the critique of shareholder primacy

2019 ◽  
Vol 16 (5) ◽  
pp. 579-595 ◽  
Author(s):  
Samuel F. Mansell ◽  
Alejo José G. Sison
Keyword(s):  
Common Good ◽  
Shared Responsibility ◽  
Separate Entity ◽  
Collaborative Activity ◽  
Shareholder Primacy ◽  
Legal Entity ◽  
The Common Good ◽  
Modern Corporation ◽  
The Common ◽  
Over Time

AbstractThe notion that business corporations should be managed for the exclusive benefit of shareholders has been widely challenged. In particular, critics have argued that directors are authorised to serve the interests of the corporation: a legal entity that is completely separate from its shareholders. However, the premise that shareholders have sole legitimate claim to ‘membership’ has rarely been questioned. This article explores medieval thought on ownership, authority and participation in guilds, churches, towns and universities, and shows that membership can be understood as participation in, and shared responsibility for, a group's distinct collaborative activity over time. Our theory suggests that ‘membership’ in the modern corporation extends to non-shareholding stakeholders, but with the implication that ownership and authority are vested in the members as a body and not in a separate entity.

scholarly journals The Best of Both Worlds - How Māori Small Businesses Engage with Their Pākehā and Māori Values

2021 ◽  
Author(s):  
◽  
Philip Graham Best
Keyword(s):  
Small Business ◽  
Cultural Values ◽  
Traditional Knowledge ◽  
Business Model ◽  
Small Businesses ◽  
Middle Eastern ◽  
Business Owners ◽  
Business Culture ◽  
Small Business Owners ◽  
New Business

<p>Māori small business owners must work in two cultures; their own Māori culture and the Pākehā culture which frames much of the legal and commercial imperatives of their business. Some Māori business leaders have commented on the need to develop a new business model for Māori owned and operated businesses that allow Māori to bring their own cultural values to a business whilst operating in a Pākehā environment. This research sheds some light on what some of the ingredients of that business model may be. Respondents owning small businesses commercialising traditional knowledge were interviewed about the cultural values they used in their business. Interviews comprised a face to face oral interview providing qualitative information followed by a written questionnaire providing frequency of use for both Māori and Pākehā concepts. This research shows how Māori small business owners commercialising traditional knowledge have been able to take appropriate parts of both their Māori and Pākehā cultures to develop and operate a business that builds on the best of both worlds. Using the ambicultural approach (Chen and Miller, 2010, 2011) it has been possible to analyse the relationships between aspects of Māori and Pākehā business culture. Māori respondents told of how they felt about the financial aspects of their business compared to the cultural and social aspects which were all important elements of their business. Respondents described how they balanced their cultural and social objectives with the financial objectives which enabled the business to remain sustainable. Social and cultural outputs are often found in other non-western businesses and some features of these are discussed leading to the conclusion that Māori businesses are more similar to those in some Asian and Middle Eastern localities than to the western environment in which they operate. The ambicultural approach has already been used by Chen and Miller to describe the success of some Asian based businesses. Applying an ambicultural relational approach to Māori small business has made it possible to explain how Māori small business owners are able to intertwine their cultures to develop a new operating culture for their business which provides the cultural, environmental, financial and social outputs they are searching for.</p>

scholarly journals The Best of Both Worlds - How Māori Small Businesses Engage with Their Pākehā and Māori Values

2021 ◽  
Author(s):  
◽  
Philip Graham Best
Keyword(s):  
Small Business ◽  
Cultural Values ◽  
Traditional Knowledge ◽  
Business Model ◽  
Small Businesses ◽  
Middle Eastern ◽  
Business Owners ◽  
Business Culture ◽  
Small Business Owners ◽  
New Business

<p>Māori small business owners must work in two cultures; their own Māori culture and the Pākehā culture which frames much of the legal and commercial imperatives of their business. Some Māori business leaders have commented on the need to develop a new business model for Māori owned and operated businesses that allow Māori to bring their own cultural values to a business whilst operating in a Pākehā environment. This research sheds some light on what some of the ingredients of that business model may be. Respondents owning small businesses commercialising traditional knowledge were interviewed about the cultural values they used in their business. Interviews comprised a face to face oral interview providing qualitative information followed by a written questionnaire providing frequency of use for both Māori and Pākehā concepts. This research shows how Māori small business owners commercialising traditional knowledge have been able to take appropriate parts of both their Māori and Pākehā cultures to develop and operate a business that builds on the best of both worlds. Using the ambicultural approach (Chen and Miller, 2010, 2011) it has been possible to analyse the relationships between aspects of Māori and Pākehā business culture. Māori respondents told of how they felt about the financial aspects of their business compared to the cultural and social aspects which were all important elements of their business. Respondents described how they balanced their cultural and social objectives with the financial objectives which enabled the business to remain sustainable. Social and cultural outputs are often found in other non-western businesses and some features of these are discussed leading to the conclusion that Māori businesses are more similar to those in some Asian and Middle Eastern localities than to the western environment in which they operate. The ambicultural approach has already been used by Chen and Miller to describe the success of some Asian based businesses. Applying an ambicultural relational approach to Māori small business has made it possible to explain how Māori small business owners are able to intertwine their cultures to develop a new operating culture for their business which provides the cultural, environmental, financial and social outputs they are searching for.</p>

Coaching Wisdom in the Workplace: Coaching from an Integrative Model of Wisdom

2021 ◽  
Author(s):  
Sarah Smith
Keyword(s):  
Common Good ◽  
Psychological Research ◽  
Integrative Model ◽  
Human Flourishing ◽  
High Stakes ◽  
Dynamic Factors ◽  
Workplace Coaching ◽  
The Common ◽  
Over Time

Wisdom has long fascinated philosophers and theologians, hailed by many as the key to human flourishing and the pinnacle of human development. From this perspective its relevance to coaching seems indisputable, if somewhat aspirational. At the same time, we are facing some of the most demanding challenges humans have collectively faced. Leaders face ill-defined problems requiring an ability to embrace uncertainty, to engage in foresight, thinking both long-term and systemically towards the common good. In this high stakes context, accessing wiser reasoning ‘in time’ and developing wisdom ‘over time’ may be vital, for both client and coach. Whilst wisdom is often seen as beyond the reach of most people, there are times when we are all somewhat wiser than at other times. Drawing on the psychological research on wisdom, this chapter will present coaches with an integrative model of wisdom, outlining dynamic factors and interventions that influence its development and its expression. It asks readers to deeply consider what role coaching can play in developing wiser individuals, wiser organisations and workplaces.

Alternative Publishing Models in a Changing Cultural Landscape

LOGOS ◽  
2017 ◽  
Vol 28 (4) ◽  
pp. 32-37 ◽  
Author(s):  
Francesca Tondi
Keyword(s):  
Business Model ◽  
Cultural Production ◽  
Cultural Landscape ◽  
Present Form ◽  
Final Part ◽  
The Past ◽  
Trade Model ◽  
Direct Competition ◽  
The Common ◽  
The Way

The purpose of this article is to present an outlook on current publishing models and the way they relate to each other. The first part offers an overview of the traditional trade model in its present form and looks at the main alternatives, with a particular emphasis on crowdfunding. Can examples of subscription models be found from the past? Particular attention is given to the crowdfunding publisher Unbound in order to analyse how its hybrid business model fits into the field of contemporary cultural production. The final part looks at the dynamics between traditional trade publishers, Unbound, and the wider cultural ecosystem, exploring how different models can operate beyond direct competition, benefiting from each other’s presence in the market in the common quest to keep books alive.

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