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Governance in Democratic Member‐Based Organisations

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  • Roger Spear

Abstract

This paper considers issues of governance in democratic member‐based organisations (DMOs), such as co‐operatives and mutual societies. It examines the processes whereby members’ interests are mediated through the democratic process, and the board; and it explores some of the factors influencing the power of managers. It goes on to argue that the system of governance in DMOs in their institutional context runs the risks of managers becoming powerful and entrenched in poorly performing social economy organisations, unless countervailing measures are adopted.

Suggested Citation

  • Roger Spear, 2004. "Governance in Democratic Member‐Based Organisations," Annals of Public and Cooperative Economics, Wiley Blackwell, vol. 75(1), pages 33-60, March.
    • Handle: RePEc:bla:annpce:v:75:y:2004:i:1:p:33-60
    DOI: 10.1111/j.1467-8292.2004.00242.x
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    References listed on IDEAS

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    1. Kay, John & Silberston, Aubrey, 1995. "Corporate Governance," National Institute Economic Review, National Institute of Economic and Social Research, vol. 153, pages 84-107, August.
    2. Grossman, Sanford J & Hart, Oliver D, 1986. "The Costs and Benefits of Ownership: A Theory of Vertical and Lateral Integration," Journal of Political Economy, University of Chicago Press, vol. 94(4), pages 691-719, August.
    3. J.Cook & S.Deakin & A.Hughes, 2001. "Mutuality and Corporate Governance: The Evolution of UK Building Societies Following Deregulation," Working Papers wp205, Centre for Business Research, University of Cambridge.
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