PATTERNS OF COOPERATIVE MANAGEMENT - BEYOND THE DEGENERATION THESIS

This paper presents case studies of the development of four relatively long-standing and successful worker cooperatives in the UK. It focuse s in particular on how, as a result of growth and pressure for greater efficiency, the cooperatives have developed new management structures and a more specialized division of labour, and how these changes have affected democratic control and accountability. The paper presents fu rther evidence that degeneration is not inevitable as cooperatives age and grow, and details how processes of regeneration may occur. The pa per concludes by highlighting some of the different conditions and str ategies that support workplace democracy. In particular, as cooperativ es grow their management structures and procedures will need to be reg ularly reviewed and changed, both to remain efficient and give renewed expression to democracy.