Economic Democracy: a Worthy Socialism That Would Really Work
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SEWER SYNDICALISM: WORKER SELF- MANAGEMENT in PUBLIC SERVICES Eric M
\\jciprod01\productn\N\NVJ\14-2\NVJ208.txt unknown Seq: 1 30-APR-14 10:47 SEWER SYNDICALISM: WORKER SELF- MANAGEMENT IN PUBLIC SERVICES Eric M. Fink* Staat ist ein Verh¨altnis, ist eine Beziehung zwischen den Menschen, ist eine Art, wie die Menschen sich zu einander verhalten; und man zerst¨ort ihn, indem man andere Beziehungen eingeht, indem man sich anders zu einander verh¨alt.1 I. INTRODUCTION In the late nineteenth and early twentieth centuries, municipal govern- ments in various US cities assumed responsibility for utilities and other ser- vices that previously had been privately operated. In the late twentieth century, prompted by fiscal crisis and encouraged by neo-liberal ideology, governments embraced the concept of “privatization,” shifting management and control over public services2 to private entities. Despite disagreements over the merits of privatization, both proponents and opponents accept the premise of a fundamental distinction between the “public” and “private” sectors, and between “state” and “market” institutions. A more skeptical view questions the analytical soundness and practical signifi- cance of these dichotomies. In this view, “privatization” is best understood as a rhetorical strategy, part of a broader neo-liberal ideology that relies on putative antinomies of “public” v. “private” and “state” v. “market” to obscure and rein- force social and economic power relations. While “privatization” may be an ideological definition of the situation, for public service workers the difference between employment in the “public” and “private” sectors can be real in its consequences3 for job security, compensa- * Associate Professor of Law, Elon University School of Law, Greensboro, North Carolina. -
What Do We Really Know About Worker Co-Operatives?
What do we really know about worker co-operatives? Virginie Pérotin Icon or graphic 2 What do we really know about Worker Co-operatives? Virginie Pérotin is Professor of Economics at Leeds University Business School and specialises in the effects of firm ownership and governance on performance, worker co-operatives, employee ownership and profit sharing. Previous academic and research roles include positions at the International Labour Office, the London School of Economics and the Centre d’Etude des Revenus et des Coûts (CERC) in the French Prime Minister’s Office in Paris. Professor Pérotin has also acted as a consultant to the European Commission, World Bank and OECD on issues of profit-sharing, employee ownership and employee involvement schemes. Executive summary The idea that employees can run their own firms might sound unrealistic to some. This study looks at international data on worker-owned and run businesses in Europe, the US and Latin America and compares them with conventional businesses. It also reviews international statistical studies on the firms’ productivity, survival, investment and responsiveness. It finds that worker co-operatives represent a serious business alternative and bring significant benefits to their employees and to the economy. There are thousands of worker-run businesses in Europe, employing several hundred thousand people in a broad range of industries, from traditional manufacturing to the creative and high-tech industries. Because worker co-operatives are owned and run by them, employees in worker-owned co-operatives have far more say in the business, from day-to-day concerns through to major strategic issues. The largest study comparing the productivity of worker co-operatives with that of conventional businesses finds that in several industries, conventional companies would produce more with their current levels of employment and capital if they behaved like employee-owned firms. -
Industrial Democracy: Made in the U.S.A
Industrial democracy: made in the U.S .A. Labor-management cooperation to improve the quality of products, worklife, and the effectiveness of companies can be traced to the early 19th century HENRY P. GUZDA According to industrial relations expert Milton Derber, par- ufacturing enterprises run by the Moravian religious order ticipatory management programs, shop committee plans, at Wachovia, N .C., and Bethlehem, Pa ., groups of jour- works councils, and similar employer-employee cooperative neymen often cooperated with master craftsmen, suggesting efforts can be classified as "industrial democracy ." I There improvements in product quality and proposing methods for was a proliferation of such programs in the 1970's, spawning increased output. These efforts, stated historian Carl Bri- a plethora of books, articles, and pamphlets which dissected denbaugh, "were conducted on a wage earning economy; the concepts and drew philosophical guidelines for their they were not communistic." It may have been the first implementation and expected results. Some publications cite American experiment in participatory management .' these experiments as unique or novel, but, as Sanford Jacoby But the true antecedents of our modern system of labor of the University of California at Los Angeles management relations were formed in the 19th century, coinciding with school noted, the common presumption that these are new rapid industrial growth . At one time, class distinctions be- solutions to lagging productivity is wrong .2 "The hand of tween employers and journeymen were vague and ill- the past," said historian Richard B . Morris, "is still writ defined-most masters graduated from working ranks- large in . the labor relations of this country, and the early until rapidly expanding economies of scale soon drew de- concepts and procedures often forecast the shape of things finable, if not bold, lines. -
Computers and Economic Democracy
Rev.econ.inst. vol.1 no.se Bogotá 2008 COMPUTERS AND ECONOMIC DEMOCRACY Computadores y democracia económica Allin Cottrell; Paul Cockshott Ph.D. in Economics, professor of Wake Forest University, Winston Salem, USA, [[email protected]]. Ph.D. in Computer Science, researcher of the Glasgow University, Glasgow, United Kingdom, [[email protected]].. The collapse of previously existing socialism was due to causes embedded in its economic mechanism, which are not inherent in all possible socialisms. The article argues that Marxist economic theory, in conjunction with information technology, provides the basis on which a viable socialist economic program can be advanced, and that the development of computer technology and the Internet makes economic planning possible. In addition, it argues that the socialist movement has never developed a correct constitutional program, and that modern technology opens up opportunities for democracy. Finally, it reviews the Austrian arguments against the possibility of socialist calculation in the light of modern computational capacity and the constraints of the Kyoto Protocol. [Keywords: socialist planning, economic calculation, environmental constraints; JEL: P21, P27, P28] El colapso del socialismo anteriormente existente obedeció a causas integradas en su mecanismo económico, que no son inherentes a todos los socialismos posibles. El artículo muestra que la teoría económica marxista, junto con la informática, proporciona el fundamento para adelantar un programa económico socialista viable y que el desarrollo de la informática y de Internet hace posible la planificación económica. Además, argumenta que el movimiento socialista nunca desarrolló un programa constitucional correcto y que la tecnología moderna abre nuevas oportunidades para la democracia. -
1 David Schweickart's “Economic Democracy”
David Schweickart’s “Economic Democracy” Loyola University Professor David Schweickart has developed a detailed alternative system model he calls “Economic Democracy.” According to Schweickart, our current economic system—capitalism—rests on three kinds of institutions: markets for goods and services; wage labor; and private control over investment. The problem, he argues, isn’t with markets per se, but with the ownership and management of enterprises and the allocation of the surplus as private investment driven by the overriding interest in profitability. Economic Democracy, therefore, would preserve a role for (regulated) markets in goods and services while extending democracy into the workplace and the linked spheres of finance and investment. In place of private ownership of the means of production with markets in capital, labor, goods and services under capitalism, or state ownership and central planning under various real-world variants of socialism and communism, Economic Democracy has a basic economic structure of socially-owned, worker-controlled firms in a competitive market. The model has neither capital markets nor labor markets in the usual sense. Although workers control their own jobs and workplaces, productive resources would become the collective property of society and there is social control over investment through the allocation of the economic surplus at various levels. Economic Democracy seeks to give workers and local communities greater participatory autonomy, allowing them to more fully influence decisions and shape rules that impact their economic lives. Real-world examples of some of the key institutions of Economic Democracy include the Mondragon network of worker cooperatives in Spain, the practice of worker self-management in the former Yugoslavia, and public and cooperative banks in Germany and in North Dakota. -
Participatory Economics & the Next System
Created by Matt Caisley from the Noun Project Participatory Economics & the Next System By Robin Hahnel Introduction It is increasingly apparent that neoliberal capitalism is not working well for most of us. Grow- ing inequality of wealth and income is putting the famous American middle class in danger of becoming a distant memory as American children, for the first time in our history, now face economic prospects worse than what their parents enjoyed. We suffer from more frequent financial “shocks” and linger in recession far longer than in the past. Education and health care systems are being decimated. And if all this were not enough, environmental destruction continues to escalate as we stand on the verge of triggering irreversible, and perhaps cataclys- mic, climate change. yst w s em p e s n s o l s a s i s b o i l p iCreated by Matt Caisley o fromt the Noun Project r ie s & p However, in the midst of escalating economic dysfunction, new economic initia- tives are sprouting up everywhere. What these diverse “new” or “future” economy initiatives have in common is that they reject the economics of competition and greed and aspire instead to develop an economics of equitable cooperation that is environmentally sustainable. What they also have in common is that they must survive in a hostile economic environment.1 Helping these exciting and hopeful future economic initiatives grow and stay true to their principles will require us to think more clearly about what kind of “next system” these initiatives point toward. It is in this spirit -
Leadership in Cooperative Business Jordan Wade
University of Richmond UR Scholarship Repository Honors Theses Student Research 2008 Democracy in the workplace : leadership in cooperative business Jordan Wade Follow this and additional works at: https://scholarship.richmond.edu/honors-theses Part of the Leadership Studies Commons Recommended Citation Wade, Jordan, "Democracy in the workplace : leadership in cooperative business" (2008). Honors Theses. 1279. https://scholarship.richmond.edu/honors-theses/1279 This Thesis is brought to you for free and open access by the Student Research at UR Scholarship Repository. It has been accepted for inclusion in Honors Theses by an authorized administrator of UR Scholarship Repository. For more information, please contact [email protected]. UNIVERSITYOF RICHMONDLIBRARIES 11 1 11\IIIIIIIIIII IIllli 1111111111111111111111111111111 1l Il 1llI II 3308201020 0318 Democracy in the Workplace: Leadership in Cooperative Businesses Jordan Wade Jepson School of Leadership Honors Thesis April, 2008 Acknowledgements This Jepson Honors Thesis would not have been possible without the support and encouragement of a variety of people. To the Jepson School as a whole, I thank you for the education you have given me. I thank you for believing in the liberal arts and for teaching students not how to do one job, but rather how to think and how to live. I am grateful to my family who has been a constant rock of support through these four years and who has listened to me as I prattle on passionately about one social issue after the other. Thank you Mom for being my emotional haven and for letting me still act like a child even when what I am upset about are theoretical abstractions. -
The Inefficiency of Employment and the Case for Workplace Democracy
A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics FitzRoy, Felix; Nolan, Michael A. Working Paper The Inefficiency of Employment and the Case for Workplace Democracy IZA Discussion Papers, No. 14065 Provided in Cooperation with: IZA – Institute of Labor Economics Suggested Citation: FitzRoy, Felix; Nolan, Michael A. (2021) : The Inefficiency of Employment and the Case for Workplace Democracy, IZA Discussion Papers, No. 14065, Institute of Labor Economics (IZA), Bonn This Version is available at: http://hdl.handle.net/10419/232817 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. www.econstor.eu DISCUSSION PAPER SERIES IZA DP No. 14065 The Inefficiency of Employment and the Case for Workplace Democracy Felix FitzRoy Michael Nolan JANUARY 2021 DISCUSSION PAPER SERIES IZA DP No. -
Cooperative Farming Greenhorns Guidebook
Cooperative Farming Frameworks for Farming Together a greenhorns guidebook by Faith Gilbert Contributing Authors: Kathy Ruhf, Land for Good • Lynda Brushett, Cooperative Development Institute This guidebook was funded by a Northeast SArE Sustainable Community innovations grant. Additional thanks to: Severine vT Fleming, the Greenhorns Jon Jaffe, Farm Credit East Jerry Cosgrove, New World Foundation Local Economies Project Joe Rhinehart, Democracy at Work Network Betsy Black, Cooperative Fund of New England Steve Hadcock, Cornell Cooperative Extension And to our featured farms and organizations: Corbin Hill Food Project Diggers’ Mirth Collective Farm, VT Little City Growers, RI Intervale Center, VT Island Grown Apprentice Program NOFA Massachusetts Southern Exposure Seed Exchange, VA Sleeping Frog Farm, AZ Tourne-Sol Co-operative Farm, QC Tweefontein Herb Farm, NY Winter Green Farm, OR And to the many individuals who shared their cooperative farming experiences with us. Illustrations by Brooke Budner • Design by Kimberly Boustead contents INTRODUCTION ...................................................................................... 4 Author’s Note ......................................................................................................4 What is a cooperative? What is cooperative farming? .....................................5 The Cooperative Farming Landscape...............................................................6 CHAPTER 1: Sharing Resources and Services .............7 Marketing & Distribution ...................................................................................8 -
Workplace Democracy: from a Democratic Ideal to a Managerial Tool and Back
The Innovation Journal: The Public Sector Innovation Journal, Volume 19(1), 2013, article 3. La Revue de l’innovation : La Revue de l’innovation dans le secteur public, 19(1), 2013, article 3. ___________________________________________________________________ _________________________________________________________________________________________ Workplace Democracy From a Democratic Ideal to a Managerial Tool and Back Markus Pausch Head of the Centre for Futures Studies University of Applied Sciences, Salzburg, Austria Lecturer, Department of Political Science and Sociology, Paris Lodron University, Salzburg, Austria 1 The Innovation Journal: The Public Sector Innovation Journal, Volume 19(1), 2013, article 3. La Revue de l’innovation : La Revue de l’innovation dans le secteur public, 19(1), 2013, article 3. ___________________________________________________________________ _________________________________________________________________________________________ Workplace Democracy: From a Democratic Ideal to a Managerial Tool and Back Markus Pausch ABSTRACT In different political theories, democracy is not reduced to state institutions, but includes the democratization of the whole society, its organizations and enterprises. This idea goes back to the beginnings of modern democratic theory and to Jean-Jacques Rousseau’s Social Contract. It was adopted by different socialist thinkers, later on by trade unions and, in the 1960s and 70s, by political scientists such as Carole Pateman and other promoters of participatory democracy. According to this tradition, workplace democracy is considered to be necessary for the realization of democratic ideals like individual autonomy, freedom, voice and participation in all relevant questions influencing citizens’ lives. Parts of this normative idea were realized by trade union movements and laws, especially in Western European countries. Nevertheless, workplace democracy in the sense of the above-mentioned theories remained far from becoming reality. -
Exodus General Idea of the Revolution in the XXI Century
Exodus General Idea of the Revolution in the XXI Century Kevin A. Carson 2021 Contents Reviews 5 Abstract 6 Preface 7 Part One: Background 8 Chapter One: The Age of Mass and Maneuver 9 I. A Conflict of Visions .................................... 9 II. The Triumph of Mass in the Old Left .......................... 15 III. The Assault on Working Class Agency ......................... 42 IV. Workerism/Laborism .................................. 49 Chapter Two: Transition 52 I. Drastic Reductions in Necessary Outlays for the Means of Production . 52 II. The Network Revolution and the Imploding Cost of Coordination . 57 III. The Impotence of Enforcement, and Superiority of Circumvention to Resistance . 70 IV. Superior General Efficiency and Low Overhead .................... 74 V. Conclusion ......................................... 78 Part Two. The Age of Exodus 79 Chapter Three: Horizontalism and Self-Activity Over Vanguard Institutions 80 Introduction ......................................... 80 I. The New Left ........................................ 81 II. Autonomism ........................................ 90 III. The 1968 Movements and the Transition to Horizontalist Praxis . 98 IV. The Post-1994 Movements ................................ 100 Chapter Four: The Abandonment of Workerism 115 I. The Limited Relevance of Proletarianism in the Mass Production Age . 115 II. Technology and the Declining Relevance of Proletarianism . 116 III The Abandonment of Proletarianism by the New Left . 117 IV. The Abandonment of Workerism in Praxis . 127 Chapter Five: Evolutionary Transition Models 131 Introduction and Note on Terminology . 131 2 I. Comparison to Previous Systemic Transitions . 132 II. The Nature of Post-Capitalist Transition . 146 Chapter Six: Interstitial Development and Exodus over Insurrection 157 Introduction ......................................... 157 I. The Split Within Autonomism .............................. 159 II. The Shift From the Factory to Society as the Main Locus of Productivity . -
The Role of Workers in Management
Review of Radical Political Economics 43(3) 328 –333 The Role of Workers © 2011 Union for Radical Political Economics Reprints and permission: http://www. in Management: The sagepub.com/journalsPermissions.nav DOI: 10.1177/0486613411407715 Case of Mondragón http://rrpe.sagepub.com Al Campbell1 Abstract Independent of whatever other advantages it might have for the workers, worker ownership has repeatedly demonstrated in the real world that it is no guarantee for worker participation in management. The participation of workers in management as a first step toward worker self-management requires institutions and practices that will both allow such participation and promote it. This paper considers, in the frame of four standard issues in worker self- management, six specific institutions and practices common to the collection of co-ops that constitute the Mondragón complex that have generated meaningful worker participation in management in this large corporation. JEL classification: J54, L29, M19 Keywords economic democracy, workers’ participation in management, Mondragón, cooperatives This is not a paper about the rich multi-dimensional subject of the economics of the Mondragón complex of worker cooperatives. This is a case study of worker participation in management and self-management at Mondragón, at the present time. Specifically, this article will briefly exam- ine six institutional structures and practices at Mondragón that both allow and promote worker participation in management. 1. Structures1 and Practices for Supporting and Promoting Participation in Management Before examining these six institutions and practices, four issues will be briefly indicated that should be kept in mind. The first issue is the necessary interaction between direct and representative institutions and practices for participation in management.