LEADER 05498nam 22006974a 450 001 9910955993403321 005 20200520144314.0 010 $a9780313004728 010 $a0313004722 010 $a9780585384627 010 $a0585384622 035 $a(CKB)111004365796896 035 $a(OCoLC)133159822 035 $a(CaPaEBR)ebrary5003892 035 $a(SSID)ssj0000111079 035 $a(PQKBManifestationID)11135578 035 $a(PQKBTitleCode)TC0000111079 035 $a(PQKBWorkID)10075012 035 $a(PQKB)10800630 035 $a(Au-PeEL)EBL3000098 035 $a(CaPaEBR)ebr5003892 035 $a(OCoLC)923550726 035 $a(MiAaPQ)EBC3000098 035 $a(Perlego)4202366 035 $a(EXLCZ)99111004365796896 100 $a20000424d2000 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aBeyond the bottom line $esocially innovative business owners /$fJack Quarter 205 $a1st ed. 210 $aWestport, Conn. $cQuorum Books$d2000 215 $a1 online resource (203 p.) 300 $aBibliographic Level Mode of Issuance: Monograph 311 08$a9781567204148 311 08$a1567204147 320 $aIncludes bibliographical references (p.[185]-191) and index. 327 $aCover -- Beyond the Bottom Line -- Contents -- Introduction -- 1 Robert Owen: The Historical Tradition -- ROBERT OWEN -- POST-OWEN AND THE UTOPIAN TRADITION -- AN INTERPRETIVE FRAMEWORK -- CONCLUSION -- 2 The John Lewis Partnership -- REMUNERATION -- INDUSTRIAL DEMOCRACY -- MOVEMENT -- CONCLUSION -- THE JOHN LEWIS PARTNERSHIP -- NOTES -- 3 The Scott BaderCommonwealth -- THE SCOTT BADER COMMONWEALTH -- INDUSTRIAL DEMOCRACY -- GROWING DISSATISFACTION -- CONCLUSION -- THE SCOTT BADER COMMONWEALTH -- NOTES -- 4 Endenburg Electric -- BACKGROUND -- INTRODUCING SOCIOCRACY -- Consent -- The Circle -- Interlinking of Circles -- Election of Functionaries -- MOVEMENT ACTIVITIES -- CONCLUSION -- ENDENBURG ELECTRIC -- NOTES -- 5 Allied Plywood -- THE CAPITALIST MANIFESTO -- THE ESOP -- ALLIED PLYWOOD -- THE SALE -- DECISION MAKING -- CONCLUSION -- ALLIED PLYWOOD -- NOTES -- 6 The Baxi Partnership andthe Tullis Russell Group -- THE BAXI PARTNERSHIP -- THE SALE -- GOVERNANCE -- ADDITIONAL OBSERVATIONS -- THE BAXI PARTNERSHIP -- TULLIS RUSSELL2 -- SUCCESSION -- PROVISIONS OF THE SALE -- SHARING EQUITY -- ADDITIONAL COMMENTS -- CONCLUSION -- TULLIS RUSSELL -- NOTES -- The Baxi Partnership -- The Tullis Russell Group -- 7 Harpell's Press -- SELF-STUDY -- THE SOCIAL CRITIC -- POST-SUN LIFE -- THE TRANSFER -- CONCLUSION -- HARPELL'S PRESS -- NOTES -- 8 The Body Shop -- THE FORMATIVE YEARS -- THE SOCIAL AGENDA -- THE NEW ICON -- CONCLUSION -- THE BODY SHOP -- NOTES -- 9 Inmate Enterprises and K. T. Footwear -- INMATE ENTERPRISES -- STARTING OUT -- MOVEMENT ACTIVITIES -- INMATE ENTERPRISES -- K. T. FOOTWEAR LTD. -- FUTURE PLANS -- CONCLUSION -- K. T. FOOTWEAR -- NOTES -- 10 Wilkhahn -- SOCIAL ORGANIZATION -- THE ECOLOGICAL PLAN -- CONCLUSION -- WILKHAHN -- NOTES -- 11 An Interpretative Framework -- PROPOSITION 1 -- PROPOSITION 2. 327 $aSOCIAL MOVEMENT ACTIVITIES -- PROPOSITION 3 -- a. Ownership -- b. Decision making -- c. Relationship to the community -- PROPOSITION 4 -- UNDERSTANDING THE INNOVATORS -- NOTES -- References -- Index -- NOTE -- ABOUT THE AUTHOR. 330 8 $aQuarter examines business owners who use their firms as laboratories for social innovation. After providing an introduction to this phenomenon in an historical perspective and discussing the 19th-century British industrialist Robert Owen, he provides ll case studies of contemporary innovators from six countries-the UK, US, the Netherlands, Germany, Canada, and New Zealand. The case studies fall into two broad groups. The first involves business people who promote innovative ownership and decision-making strategies such as donating their shares to a trust and thereby creating a company without shareholders so that employees can assume greater control; creating a worker co-operative; and transferring ownership to employees through an employee stock ownership plan. The second group of case studies involves innovative efforts at changing the relationship to the surrounding community through creating socially and environmentally responsible businesses. Quarter concludes by looking at the potential and limitations of this phenomenon for building a social movement. A provocative look at the social organization of work that will be of interest to scholars and researchers of industrial organization and to business leaders examining innovative ownership arrangements. 606 $aSocial responsibility of business$vCase studies 606 $aIndustrial management$xSocial aspects$vCase studies 606 $aIndustrial management$xEmployee participation$vCase studies 606 $aBusinesspeople$xAttitudes$vCase studies 606 $aBusiness ethics$vCase studies 615 0$aSocial responsibility of business 615 0$aIndustrial management$xSocial aspects 615 0$aIndustrial management$xEmployee participation 615 0$aBusinesspeople$xAttitudes 615 0$aBusiness ethics 676 $a658.4/08 700 $aQuarter$b Jack$01811943 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910955993403321 996 $aBeyond the bottom line$94364127 997 $aUNINA