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
Chapter 28: Conclusions and lessons learnt
This chapter provides an overview of the previous 27 chapters in this research handbook. Here we seek to draw together the threads of this work and provide not only a set of conclusions for our book, but to examine the common patterns and key findings that emerge from this substantial range of contributions. The chapter is structured around the key research questions that were outlined in Chapter 1 and used as a focus for the entire research project. It also examines the relevance of the conceptual framework for research into co-operative enterprise that was described in Chapter 2. In structuring this chapter we have divided it into a discussion of each of the six parts that comprise the main body of the book. This commences with a review of the theoretical foundations and moves on to the work associated with organisational transformation. In the following sections we examine the process of co-operative governance and the measurement and communication of member value, financing of co-operatives and their role in innovation. Before concluding we discuss future research directions as well as implications for policy and practice. The key lessons learnt and research questions arising from each chapter are listed in the Appendix.
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