El cambio organizativo e institucional en las cooperativas de Mondragónel caso de la cooperativa AMPO

  1. Altuna, Rafael
  2. Urteaga, Eguzki
Revista:
RIO: Revista Internacional de Organizaciones

ISSN: 1886-4171,  2013-570X

Año de publicación: 2013

Título del ejemplar: Protección social, discapacidad e inclusión social

Número: 11

Páginas: 171-190

Tipo: Artículo

DOI: 10.17345/RIO11.171-190 DIALNET GOOGLE SCHOLAR lock_openDialnet editor

Otras publicaciones en: RIO: Revista Internacional de Organizaciones

Resumen

This article analyzes organizational and institutional change in cooperatives by focusing on the case of the AMPO cooperative, which was a member of the Mondragon Group until 2008. This study reveals how a new management model, inspired by Koldo Saratxaga's theory, was implemented in the cooperative in 2003. This has led to changes to leadership and management style, to individual participation and management, to work processes, structures and contents and, finally, to organizational culture. These changes have brought about good quantitative results and a new client-centred strategy that has been the essential to the whole process.

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Fuente de los datos: Dialnet