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Could Sociocracy be the Way to MSME Governance?

Author

Listed:
  • Anand Saxena
  • Rajni Jagota

Abstract

In an earlier article, we addressed the question: Should the MSMEs, that is, the micro, small and medium enterprises, be governed the corporate way? Drawing on (a) the contribution of the MSMEs to the economic and social development in their respective settings, (b) systemic nature of their ailments, (c) institutional and organisational contingency theory of corporate governance and (d) the theory of articulation (upward delegation) of decision-making, we suggested a model of articulation of the MSME governance ( Saxena & Jagota, 2015 ). In this article, we delve deeper into the issue of the MSME governance with reference to the emerging paradigm of dynamic governance that is known in Europe and other parts of the world as sociocracy. The word sociocracy is derived from the Latin and Greek words socius (companion) and kratein (to govern). It implies the rule by the ‘socios’, people who have a social relationship with each other—as opposed to the democracy rule by the ‘demos’, the general mass of people. As a system of governance, it relies on consent-based decision-making through active self-disclosure and feedback. It is stated to streamline decision-making, kindle creativity, innovation and entrepreneurial spirit and heighten productivity via individual engagement, commitment and empowerment. We posit that such a system of governance is particularly suitable for ethnic entrepreneurship, natural business clusters and the social and solidarity economy that many a country in Asia and Africa typify. In this article, we penetrate deeper into the functioning of representative clusters and communities and delineate principles and practices that could provide the edifice of the sociocratic architecture and dynamics of the MSME governance.

Suggested Citation

  • Anand Saxena & Rajni Jagota, 2016. "Could Sociocracy be the Way to MSME Governance?," Indian Journal of Corporate Governance, , vol. 9(2), pages 173-185, December.
    • Handle: RePEc:sae:ijcgvn:v:9:y:2016:i:2:p:173-185
    DOI: 10.1177/0974686216666447
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    References listed on IDEAS

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    1. Jaideep Prabhu & Sanjay Jain, 2015. "Innovation and entrepreneurship in India: Understanding jugaad," Asia Pacific Journal of Management, Springer, vol. 32(4), pages 843-868, December.
    2. Danny Miller & Isabelle Le Breton‐Miller & Barry Scholnick, 2008. "Stewardship vs. Stagnation: An Empirical Comparison of Small Family and Non‐Family Businesses," Journal of Management Studies, Wiley Blackwell, vol. 45(1), pages 51-78, January.
    3. Anand Saxena & Rajni Jagota, 2015. "Should the MSMEs be Governed the Corporate Way?," Indian Journal of Corporate Governance, , vol. 8(1), pages 54-67, June.
    4. Shann Turnbull, 1997. "Corporate Governance: Its scope, concerns and theories," Corporate Governance: An International Review, Wiley Blackwell, vol. 5(4), pages 180-205, October.
    5. A. Ashwin & Rishikesha Krishnan & Rejie George, 2015. "Family firms in India: family involvement, innovation and agency and stewardship behaviors," Asia Pacific Journal of Management, Springer, vol. 32(4), pages 869-900, December.
    6. James E. Rauch & Vitor Trindade, 2002. "Ethnic Chinese Networks In International Trade," The Review of Economics and Statistics, MIT Press, vol. 84(1), pages 116-130, February.
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