Publication: La transmisión de los valores y prácticas organizacionales cooperativas en las filiales extranjeras: El caso de la cooperativa multinacional Fagor Ederlan
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2018
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Facultad de Ciencias Económicas y Empresariales. Escuela de Estudios Cooperativos
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En la economía globalizada actual, muchas cooperativas se están viendo obligadas a crecer internacionalmente mediante estrategias de inversión directa extranjera para mantener su competitividad y sobrevivir en los mercados. Tomando como referencia un estudio cualitativo sobre Fagor Ederlan, una de las mayores cooperativas multinacionales del Grupo Mondragón, este artículo examina las contradicciones planteadas por la internacionalización en las cooperativas, así como las tensiones y oportunidades para que dichas organizaciones reproduzcan las prácticas idiosincráticas del modelo cooperativo en las filiales extranjeras. El estudio de caso se basa en el análisis de diversa documentación interna cedida por la compañía y en 23 entrevistas en profundidad llevadas a cabo en las plantas domésticas e internacionales con personal de distintas áreas organizacionales y rangos jerárquicos. Los resultados sugieren que la internacionalización puede desencadenar fuertes tendencias degenerativas en las cooperativas, afectando fundamentalmente al nivel de participación de los trabajadores en la empresa. Por otro lado, evidencian la influencia de barreras institucionales, así como de factores derivados del rol estratégico de las filiales y de las relaciones de poder entre matriz y filial, que dificultan la transformación de las filiales extranjeras en cooperativas. El artículo también discute algunos aspectos que resultan esenciales para avanzar en la implementación de políticas que acerquen el modelo de gestión en las filiales extranjeras a los principios y valores cooperativos.
In today's global economy, cooperatives are being forced to grow internationally through foreign direct investment strategies so as to remain competitive and survive in markets. Drawing on a qualitative study of Fagor Ederlan, one of the largest multinational cooperatives of the Mondragon Group, this article examines the contradictions posed by internationalization in cooperatives, as well as the tensions and opportunities they face to replicate the cooperative model’s idiosyncratic practices in foreign subsidiaries. The case study is based on the analysis of several internal documents provided by the company and 23 in-depth interviews carried out in the domestic and international plants with staff from different organizational areas and hierarchical ranks. The findings suggest that internationalization can trigger degenerative tendencies in cooperatives, which primarily affect the participation of workers in the company. Moreover, they reveal the influence of institutional barriers, as well as of factors related to the strategic role of subsidiaries and power relationships between headquarters and subsidiaries, that hamper the transformation of foreign subsidiaries into cooperatives. The article also discusses some essential aspects to make progress in the implementation of policies that bring the management model in such subsidiaries closer to the cooperative principles and values.
In today's global economy, cooperatives are being forced to grow internationally through foreign direct investment strategies so as to remain competitive and survive in markets. Drawing on a qualitative study of Fagor Ederlan, one of the largest multinational cooperatives of the Mondragon Group, this article examines the contradictions posed by internationalization in cooperatives, as well as the tensions and opportunities they face to replicate the cooperative model’s idiosyncratic practices in foreign subsidiaries. The case study is based on the analysis of several internal documents provided by the company and 23 in-depth interviews carried out in the domestic and international plants with staff from different organizational areas and hierarchical ranks. The findings suggest that internationalization can trigger degenerative tendencies in cooperatives, which primarily affect the participation of workers in the company. Moreover, they reveal the influence of institutional barriers, as well as of factors related to the strategic role of subsidiaries and power relationships between headquarters and subsidiaries, that hamper the transformation of foreign subsidiaries into cooperatives. The article also discusses some essential aspects to make progress in the implementation of policies that bring the management model in such subsidiaries closer to the cooperative principles and values.
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