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A Better Way of Doing Business?Lessons from The John Lewis Partnership$
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Graeme Salaman and John Storey

Print publication date: 2016

Print ISBN-13: 9780198782827

Published to Oxford Scholarship Online: September 2016

DOI: 10.1093/acprof:oso/9780198782827.001.0001

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Reflections on Managers and Managing in the Partnership

Reflections on Managers and Managing in the Partnership

Chapter:
(p.131) 6 Reflections on Managers and Managing in the Partnership
Source:
A Better Way of Doing Business?
Author(s):

Graeme Salaman

John Storeym

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198782827.003.0006

This chapter contains reflections on and interpretations of the role of managers and managing in an employee-owned firm. While senior managers in such a context must plot a profitable strategic direction for the business and build the capacity of the organization to deliver this strategic purpose, they must also deal with the implications, potentialities, and constraints arising from the employee-ownership model. JLP managers claim that the JLP model generates consequences which are attractive to customers and add to the businesses’ performance. In reality, management has a major role to play in translating this potential into reality, and if anything this is more, rather than less complex than in conventional businesses. Managers must also balance and live within the pressures from the democratic constraints and their decisions must be consistent with the moral expectations partners and customers have of JLP as a trustworthy, decent, business.

Keywords:   management, dilemmas, problems and role of managers in JLP, management of meaning, strategic direction

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