Table of Contents

Research Handbook on Sustainable Co-operative Enterprise

Research Handbook on Sustainable Co-operative Enterprise

Case Studies of Organisational Resilience in the Co-operative Business Model

Elgar original reference

Edited by Tim Mazzarol, Sophie Reboud, Elena Mamouni Limnios and Delwyn Clark

Co-operatives are found in all industry sectors and almost all countries around the world. However, despite their significant economic and social contributions, the academic literature has largely ignored these important businesses. This book is a detailed examination of the co-operative enterprise business model and the factors that help to enhance its sustainability and resilience, as well as those forces that lead to its destruction.

Chapter 15: Marketing our co-operative advantage (MOCA): the challenges of implementation

Georgina Whyatt and Sophie Reboud

Subjects: business and management, strategic management


This literature review seeks to understand how and why certain organisational factors influence marketing strategy implementation. It will form a foundation on which to explore the implementation of a 'marketing our co-operative advantage' (MOCA) strategy. This was originally proposed by Webb (1996) who suggested that co-operatives should be proud of their member-owned and member-focused status and actively promote their difference to their members and the wider community (Webb 1996, 2004). To be successful, marketing strategies-such as MOCA-require both the formulation of appropriate strategies and effective implementation. Many writers point out that although much literature is devoted to formulating marketing strategy, there is little understanding of the challenges of its implementation (e.g. Simkin 2002; Voola and O'Cass 2010; Chimhanzi 2004; Laroche and Nioche 2006; Thorpe and Morgan 2007). In all sectors, marketing strategy implementation requires a coordinated and integrated approach to the interface of the marketing, HR and operations functions (Krohmer et al. 2002; Lorino and Tarondeau 2006) and includes 'behavioural and interpersonal process elements', e.g. individual motivation and commitment and organisational culture, leadership and learning (McGuinness and Morgan 2005; Laroche and Nioche 2006). One of the limitations of the relevant literature is that it has tended to lack an integrated view; much of the research focuses on individual subordinate components, e.g. management communication, HR policies.

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