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A Better Way Of Doing Business?: Lessons From The John Lewis Partnership



A Better Way Of Doing Business?: Lessons From The John Lewis Partnership
The book "A Better Way of Doing Business?: Lessons from the John Lewis Partnership" offers a thorough research and accessibly written account of the John Lewis Partnership. The JLP is a model of business that has different implications for employees, suppliers, and share-holders than the US/UK model of the firm. The book identifies lessons that can be learned from the JLP for other businesses. more details
Key Features:
  • A thorough research and accessibly written account of the John Lewis Partnership
  • Identifies lessons that can be learned from the JLP for other businesses


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Manufacturer Unbranded
Model Number 9780198782827
Description
The book "A Better Way of Doing Business?: Lessons from the John Lewis Partnership" offers a thorough research and accessibly written account of the John Lewis Partnership. The JLP is a model of business that has different implications for employees, suppliers, and share-holders than the US/UK model of the firm. The book identifies lessons that can be learned from the JLP for other businesses.

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.

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