All Stories

  1. Dividend-Based Labor Remuneration and Tradable Shares in Worker Cooperatives
  2. Editorial: Cooperatives at the Frontline of Societal Transformation
  3. Dividends, Labor Remuneration, and Worker Shares in Worker Cooperatives
  4. The Great Reset as a Realistic Utopia—A Critical Stance from Critical Realism and Complex Systems Theory
  5. The Great Reset as a Realistic Utopia. A Critical Stance from the Theory of Complex Systems.
  6. Stakeholders self‐organization and adaptive governance in social enterprises: Membership representation, worker control and client orientation
  7. A needs theory of governance: taking transaction cost theory back to humanistic economics and self-actualisation
  8. Cooperative Enterprises and the Ecological Transition. Self-Organization of Stakeholders, Multi-Stakeholder Governance, and Sustainability Goals
  9. Worker cooperatives in Italy: legislation, prevalence and recent trends
  10. Networking, Governance, and Stakeholder Engagement of Financial Cooperatives: Some National Case Studies
  11. A Human Growth Perspective on Sustainable HRM Practices, Worker Well-Being and Organizational Performance
  12. Employment protection regimes and dismissal of members in worker cooperatives
  13. Organizational Governance, Individual Wellbeing, and Needs Theory
  14. Worker Involvement and Performance in Italian Social Enterprises: The Role of Motivations, Gender and Workload
  15. Multi-stakeholder Governance in Social Enterprises: Self-organization, Worker Involvement and Client Orientation
  16. The Resilience and Adaptative Strategies of Italian Cooperatives during the COVID-19 Pandemic
  17. Capital as common-pool resource: Horizon problem, financial sustainability and reserves in worker cooperatives
  18. Co‐operative enterprise anti‐cyclicality and the economic crisis: A comparative analysis of employment dynamics in Italy
  19. The Institutions of Livelihood and Social Enterprise Systems
  20. Labour and Value: Rethinking Marx’s Theory of Exploitation
  21. Strong client orientation, little leverage in nonprofit firms?
  22. Governing cooperatives in the context of individual motives
  23. The effect on economic development of creative class versus human capital: panel evidence from German regions
  24. Social Enterprises: Evolution of the Organizational Model and Application to the Italian Case
  25. The ‘protective function’ of social enterprises: understanding the renewal of multiple sets of motivations
  26. Why are social enterprises good candidates for social innovation? Looking for personal and institutional drivers of innovation
  27. Social responsibility in non-investor-owned organisations
  28. Equilibrium unemployment as a worker insurance device: wage setting in worker owned enterprises
  29. The notion of social responsibility in social enterprises and non-profit organizations
  30. Conclusion
  31. The Firm as a Common. Non-Divided Ownership, Patrimonial Stability and Longevity of Co-Operative Enterprises
  32. The Firm as a Common. Non-divided Capital Ownership, Patrimonial Stability and Longevity of Co-operative Enterprises
  33. Editorial: Background and Further Perspectives on Social Innovation in Social Enterprises
  34. Artists attract other creative professionals
  35. Applying the Möbius Strip Model to Corporate Social Responsibility: Survey-Based Findings from Italian Social Enterprises
  36. Employer moral hazard and wage rigidity. The case of worker owned and investor owned firms
  37. THE EXTENDED GOVERNANCE OF COOPERATIVE FIRMS: INTER-FIRM COORDINATION AND CONSISTENCY OF VALUES
  38. Employer Moral Hazard, Wage Rigidity, and Worker Cooperatives: A Theoretical Appraisal
  39. Do cooperative enterprises create social trust?
  40. Agricultural cooperatives
  41. Satisfaction with Creativity: A Study of Organizational Characteristics and Individual Motivation
  42. Productivity, wages and intrinsic motivations
  43. The Economics of Social Responsibility
  44. Perceived Fairness and Worker Well-Being in Public, For-Profit and NonProfit Firms: Evidence from the Italian Social Service Sector
  45. Worker well-being and perceived fairness: Survey-based findings from Italy
  46. Self-financing in Labor-managed Firms (LMFs): Individual Capital Accounts and Bonds
  47. Worker Motivations, Job Satisfaction, and Loyalty in Public and Nonprofit Social Services
  48. Organizational innovations, human resources and firm performance
  49. Accumulation of capital and divisible reserves in labour managed firms