Following a different mission: where and how do consumer co-operatives compete?

Ownership makes a difference in managing a firm. It shapes the foundation of why the firm exists and, thus, affects the starting point for strategic management. While it is acknowledged that managing a consumer co-operative differs from management of mainstream organisations, there are few studies explicitly explaining how that difference relates to the distinctive features of ownership. It is toward that end this paper is directed. We begin with comments on the elements and aspects of co-operative ownership, which are followed by the definition of consumer co-operatives' two-fold mission. Next we use literature on strategy and consumer co-operation to examine how that mission may be followed in terms of corporate and business strategy. Our aim is to provide a useful framework for researchers, practitioners and/or students of consumer co-operatives. We conclude with suggestions for future research and managerial implications. Reprinted by permission of the Society for Co-operative Studies