By Salaman, Graeme; Storey, John
This paintings bargains a completely researched and available account of the toilet Lewis Partnership. It describes what the JLP is, the way it works, and what different companies can examine from it
summary: This paintings bargains a completely researched and obtainable account of the toilet Lewis Partnership. It describes what the JLP is, the way it works, and what different companies can research from it
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Extra info for A better way of doing business? : lessons from the John Lewis Partnership
But this list excludes a key underlying factor and misunderstands the nature of the problem and its solution. It not only confuses symptoms (reduced demand, declining competitiveness, rising debt) with causes, it employs as a model of explanation some of the very ideological assumptions which underpin the source of the crisis and the model of the ﬁrm: for example, assumptions about the role of the state in economic life. But, most importantly, such explanations avoid the real problem: the pervasive, ﬂawed, and ideological model of the ﬁrm in the US/UK.
The fact that the Partnership is not answerable to shareholders or the City is seen as a key feature which allows its senior managers to make decisions free from short-term constraints. In addition, senior managers believe that the ‘collective reward’ elements and the co-owner status are among the more central distinctive characteristic features. The Partnership gained even more attention and approval as it survived and thrived during the recession which followed the ﬁnancial crisis of 2008. As many rival retailers went to the wall, JLP was seen to prosper.
2012). JLP managers, past and present, have created, and continue to sustain, a juggling act whereby they emphasize and seek to serve commercial logics while also emphasizing and serving the principles associated with co-ownership. This sustained stance inevitably creates tensions of the kind characteristic of ‘hybrid organizations’ (Pache and Santos 2013). The literature notes the different strategies that can be adopted to handle tensions of this kind. There are three classic modes of approach: de-coupling of the logics by allocating responsibility for each to separate institutional forms (for example, different departments); thrashing out the differences until one logic comes to dominate and thus becomes the accepted orthodoxy; reconciling in some looser way so that dual logics are accepted as legitimate; combining competing logics through ‘logic blending’ (Besharov and Smith 2014).