Capítulo 20. Social entrepreneurship and divergent logics: the case of worker cooperatives in two european territories
| Autor | Julie Bayle-Cordier, Sandrine Stervinou, Lorea Narvaiza, Cristina Aragón y Cristina Iturioz |
| Páginas | 691-714 |
CAPÍTULO 20.
SOCIAL ENTREPRENEURSHIP AND DIVERGENT
LOGICS: THE CASE OF WORKER COOPERATIVES IN
TWO EUROPEAN TERRITORIES
Julie Bayle-Cordier
Assistant professor, Management & Society Department
IESEG School of Management
Sandrine Stervinou
Associate Professor, Business & Society Department
Audencia Business School
Lorea Narvaiza
Associate Professor, Department of Management
Deusto Business School, University of Deusto
Cristina Aragón
Associate Professor, Department of Management
Deusto Business School, University of Deusto
Cristina Iturioz
Catedrática del Department of Management de la Deusto Business School
Universidad de Deusto
I. INTRODUCCIÓN
In the past few years, the forces of globalization have connected people
around the world, yet simultaneously, this phenomenon has also accelerated
692 J. Bayle-Cordier, S. Stervinou, L. Narvaiza, C. Aragón y C. Iturioz
the disconnectedness of firms from their immediate communities and
territories (Naughton and Cornwall, 2009). Perhaps to counterbalance
this phenomenon, a wave of enthusiasm has emerged from civil society for
social entrepreneurship and social business. Specifically, social enterprise
organizations have the potential to impact societies’ well-being and alleviate
social problems (Roy and Hackett, 2017).
Social enterprises pursue the mission of achieving both economic
sustainability and social goals simultaneously (Doherty, Haugh and Lyon,
2014). This idea of a business combining both a social and a profit-making
orientation has existed for many years in Europe but under different labels
such as ‘the third sector’ or ‘the social economy sector’. Such labels also
reveal a myriad of interpretations of what these organizational forms might
encompass (Tortia, Sacchetti, and Valentinov, 2020) and apply to not
only the non-profit sector in which one finds associations or foundations but
also a particular type of for-profit firm such as the cooperative, and in this
particular case, the worker cooperative.
Worker cooperatives constitute a widespread organizational form that
emphasizes employment, human well-being and community rather than
profit, and a longer-term approach to business. Such a form is akin to social
entrepreneurship or social business in that they have a social mission. However,
despite their social mission, worker cooperatives are not univocal realities.
They may embrace different logics often conditioned by the contexts where
they develop, and these logics are reflected in their mission, behaviours and
results. As Antoni and Sabatini (2017) state, different types of organizations
play different roles depending, for example, on their institutional aims and
purposes and the composition of the workforce, among others.
In this paper, we argue that the social entrepreneurship approach
developed in the worker cooperative is shaped by the configuration of its
identity or what authors have referred to as ‘dominant logic’ (Prahalad
and Bettis, 1986: 491). Dominant logic, which can be defined as ‘a mindset
or world view … to accomplish goals’ that is ‘stored as a shared cognitive
map among the dominant coalition, is essentially leaders’ recipe for success
because it speaks to how identity translates into organizational performance.
The social entrepreneurship literature has not focused on worker
cooperatives as an organizational form (Clamp and Alhamis, 2010) so we
seek to fill this gap by exploring how the social entrepreneurship model is
developed in worker cooperatives in a cross-country European context.
The objective of this paper is to identify the dominant logic behind this
development by applying Austin, Stevenson and Wei-Skillern’s (2006)
social entrepreneurship framework. We do this by comparing French and
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