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Peer2Politics
135.7K views |
+1 today
on peer-to-peer dynamics in politics, the economy and organizations
Curated by
jean lievens
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Scoop.it!
"In this article, we reproduce co-founder Rory Ridley-Duff’s article published in Issue 7 of STIR Magazine in 2014. It discusses the differences between ‘old co-operativism’ and ‘new co-operativism’ and the position of the FairShares Model as part of the latter. The provisions for solidarity between multiple stakeholders make the FairShares Model one of very few Anglo-American approaches to the development of solidarity co-operatives." (http://shura.shu.ac.uk/8856/1/FairShares_and_New_Co-operativism_(Final).pdf) 
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= FairShares is a new brand and model for self-governing social enterprises operating under either Company or Co‑operative Law. [1]
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"The cooperative movement and cooperative enterprises are in the midst of a revival, even as some of their long-standing entities are failing. This revival is part of an ebb and flow of cooperativism, that is strongly linked to the ebb and flow of the mainstream capitalist economy. After systemic crisis such as the one in 2008, many people look at alternatives.
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Whether apocryphal or not, the outcome has been the same. For decades, big businesses have set aside all other considerations in the pursuit of return for the shareholder. However, with the emergence of concepts such as open business, there is a growing opportunity to create value that extends beyond back-slaps in the boardroom. Building upon several key principles, most notably transparency, shareability, connectedness and trust, open businesses attempt to dramatically reconsider - and clarify - the way companies work with both customers and employees.
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"An open-value network is a network of open-enterprises that can provide all functions of a corporation in an open-collaboration fashion. Recently, we have seen a rise in open-collaboration in the functions of marketing, communication, value creation, and so forth. Yet, there has never been an open collaboration model that can provide all the functions of a corporation. The structure of open-value network framework provided in this paper outlines a model that could create a true open-collaboration enterprise that would follow the principles of open source.
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The particular character of what Hugo Chávez called the Bolivarian process lies in the understanding that social transformation can be constructed from two directions, “from above” and “from below.” Bolivarianism—or Chavismo—includes among its participants both traditional organizations and new autonomous groups; it encompasses both state-centric and anti-systemic currents. The process thus differs from traditional Leninist or social democratic approaches, both of which see the state as the central agent of change; it differs as well from movement-based approaches that conceive of no role whatsoever for the state in a process of revolutionary change.
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"We need to make the distinction between co-creation of value and value exchange. These are two important processes but very distinct ones. Sensoricans are working hard to solve the value accounting problem, which is meant to support large scale co-creation of value. The value accounting is a way to capture individual contributions that blend into a unique product, to evaluate these contributions, and to compute equity in the end product, a % for every member.
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"So if the social consensus is that all verified humans get some percentage of all businesses who use that license then the license now has the teeth of the traditional legal system similar to the GPL."
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"The cooperative movement and cooperative enterprises are in the midst of a revival, even as some of their long-standing entities are failing. This revival is part of an ebb and flow of cooperativism, that is strongly linked to the ebb and flow of the mainstream capitalist economy. After systemic crisis such as the one in 2008, many people look at alternatives.
Scoop.it!
"The cooperative movement and cooperative enterprises are in the midst of a revival, even as some of their long-standing entities are failing. This revival is part of an ebb and flow of cooperativism, that is strongly linked to the ebb and flow of the mainstream capitalist economy. After systemic crisis such as the one in 2008, many people look at alternatives.
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"the book describes a new, local economic framework that could help cities and regions increase wages, reduce income inequality, reduce unemployment, improve well-being, and raise funds for infrastructure repair, climate change, and other important issues. Nonprofits and schools also benefit from the new source of funding."
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business-empowered communities: they are not companies linked to a community, but transnational communities that have acquired enterprises in order to gain continuity in time and robustness [1]
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= interfirm coordination that is characterized by organic or informal social systems, in contrast to bureaucratic structures within firms and formal contractual relationships between them.
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Not For Profit 2.0: Empowering Australian not-for-profits and community projects to start and grow in a digital age.
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"There is only one way to ensure that a company will make decisions in the interests of the people it serves: Put those people in control of the company. So let me introduce the T corporation. Most business-savvy people know that there are S corporations (Subchapter S of the Internal Revenue Code) and C corporations (Subchapter C), but almost no one thinks about forming a T corporation (Subchapter T). But T corporations have been around for a long time, and they have a major benefit of not paying tax if 1) they are governed democratically by the shareholders (i.e., everyone gets one vote in the election of the board, regardless of share value) and 2) the earnings of the company are distributed to the shareholders on the basis of how much they patronize (i.e. do business with) the company.
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