A better way of doing business? : lessons from the John Lewis Partnership
著者
書誌事項
A better way of doing business? : lessons from the John Lewis Partnership
Oxford University Press, 2016
1st ed
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注記
Includes bibliographical references (p. [205]-210) and indexes
内容説明・目次
内容説明
This book offers a thoroughly researched and accessibly written account of the John Lewis Partnership. It describes what the JLP is, how it works, and what other businesses can learn from it.
The US/UK model of the firm, with its emphasis on shareholder value and its openness to the market in the buying and selling of businesses, is prone to a number of problematic consequences for employees, suppliers, and sometimes share-holders. The JLP represents a contrast to this model - one that has implications beyond the small niche of mutually-owned firms. The JLP has lessons for organizations that are unlikely to move towards the Partnership's distinctive shared ownership. This book
identifies these lessons.
The key questions addressed include: how does the JLP work in practice? What is the link between co-ownership, the JLP employment model, and the performance of the businesses? What is the role of management in the success of John Lewis and Waitrose? Are mutuality, co-ownership and business performance at odds? What is the significance of democracy within the JLP? And probably most significantly: what are the implications, for policy-makers and for economic agents of the JLP? This book is based
on detailed knowledge of the JLP and its constituent business gathered by the authors over a fifteen year period. Their conclusion: that the JLP is more complex, even more impressive, and more interesting than its admirers realise.
目次
1: The Big Picture
2: An Introductory Profile of the John Lewis Partnership
3: Lessons from Employee-owned Businesses
4: The Way the Business was Managed: 1990-2009
5: The Way the Business Was Managed: 2010-2015
6: Reflections on Managers and Managing in the Partnership
7: Governance, Democracy and Accountability
8: Conclusions
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