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[null,"1.","Record Nr.",null,"UNINA9910955993403321"]
[null,null,"Autore",null,"Quarter Jack"]
[null,null,"Titolo",null,"Beyond the bottom line : socially innovative business owners / / Jack Quarter"]
[null,null,"Pubbl/distr/stampa",null,"Westport, Conn., : Quorum Books, 2000"]
[null,null,"ISBN",null,"9780313004728"]
[{"$nulls":4},"0313004722"]
[{"$nulls":4},"9780585384627"]
[{"$nulls":4},"0585384622"]
[null,null,"Edizione",null,"[1st ed.]"]
[null,null,"Descrizione fisica",null,"1 online resource (203 p.)"]
[null,null,"Disciplina",null,"658.4/08"]
[null,null,"Soggetti",null,"Social responsibility of business"]
[{"$nulls":4},"Industrial management - Social aspects"]
[{"$nulls":4},"Industrial management - Employee participation"]
[{"$nulls":4},"Businesspeople - Attitudes"]
[{"$nulls":4},"Business ethics"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,null,"Note generali","Bibliographic Level Mode of Issuance: Monograph"]
[null,null,null,"Nota di bibliografia","Includes bibliographical references (p.[185]-191) and index."]
[null,null,"Nota di contenuto",null,"Cover -- Beyond the  Bottom Line -- Contents -- Introduction -- 1  Robert Owen: The Historical Tradition -- ROBERT OWEN -- POST-OWEN AND THE UTOPIAN TRADITION -- AN INTERPRETIVE FRAMEWORK -- CONCLUSION -- 2  The John Lewis Partnership -- REMUNERATION -- INDUSTRIAL DEMOCRACY -- MOVEMENT -- CONCLUSION -- THE JOHN LEWIS PARTNERSHIP -- NOTES -- 3  The Scott BaderCommonwealth -- THE SCOTT BADER COMMONWEALTH -- INDUSTRIAL DEMOCRACY -- GROWING DISSATISFACTION -- CONCLUSION -- THE SCOTT BADER COMMONWEALTH -- NOTES -- 4  Endenburg Electric -- BACKGROUND -- INTRODUCING SOCIOCRACY -- Consent -- The Circle -- Interlinking of Circles -- Election of Functionaries -- MOVEMENT ACTIVITIES -- CONCLUSION -- ENDENBURG ELECTRIC -- NOTES -- 5  Allied Plywood -- THE CAPITALIST MANIFESTO -- THE ESOP -- ALLIED PLYWOOD -- THE SALE -- DECISION MAKING -- CONCLUSION -- ALLIED PLYWOOD -- NOTES -- 6  The Baxi Partnership andthe Tullis Russell Group -- THE BAXI PARTNERSHIP -- THE SALE -- GOVERNANCE -- ADDITIONAL OBSERVATIONS -- THE BAXI PARTNERSHIP -- TULLIS RUSSELL2 -- SUCCESSION -- PROVISIONS OF THE SALE -- SHARING EQUITY -- ADDITIONAL COMMENTS -- CONCLUSION -- TULLIS RUSSELL -- NOTES "]
[{"$nulls":4},"-- 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."]
[{"$nulls":4},"SOCIAL 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."]
[null,null,null,"Sommario/riassunto","Quarter 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."]