A Better Way of Doing Business?
Lessons from The John Lewis Partnership
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Product details:
- Publisher OUP Oxford
- Date of Publication 4 August 2016
- ISBN 9780198782827
- Binding Hardback
- No. of pages250 pages
- Size 241x158x18 mm
- Weight 506 g
- Language English 0
Categories
Short description:
This book offers a thoroughly researched and accessible account of the John Lewis Partnership. It describes what the JLP is, how it works, and what other businesses can learn from it.
MoreLong description:
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.
A highly readable, timely and though-provoking conribution to scholarship and practice in the fields of leadership, people management and corporate governance.
Table of Contents:
The Big Picture
An Introductory Profile of the John Lewis Partnership
Lessons from Employee-owned Businesses
The Way the Business was Managed: 1990-2009
The Way the Business Was Managed: 2010-2015
Reflections on Managers and Managing in the Partnership
Governance, Democracy and Accountability
Conclusions
