This thesis attempts to broaden the understanding of workplace democracy and worker cooperatives particularly focusing on ownership, participation and leadership. Four cases are reviewed: the Mondragón Cooperative Corporation in the Basque region of Spain, the national worker self-management system of the former Yugoslavia, and political and labor histories of Argentina and the United States of America. Representatives of five cooperatives in Buenos Aires, Argentina and three in San Francisco, USA were interviewed.
The evidence suggests that cooperatives are often formed in crisis, but may also perish in times of crisis. Results on ownership show that since long term relationships are sought with members, firing is intentionally difficult and hiring is made more rigorous. Participation results show that building trust is important for well-functioning participatory processes but the consideration of other members as friends–more than mere coworkers–can create problems. Legitimate leaders are selected from the members. They nurture and promulgate ideas from coworkers and support those they lead.
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