Global Population and Mobility
- The Global City
- Global Demography
- Global Migration
- OFWs
Contemporary World
For educational purposes only. No rights to information and pictures.
Global Population and Mobility
- The Global City
- Global Demography
- Global Migration
- OFWs
Contemporary World
For educational purposes only. No rights to information and pictures.
SUBJECT: The Contemporary World
TOPIC: Global Migration
NOTE:
I also made a presentation for this (pptx format). Kindly Search it here in my profile or you can click this link https://www.slideshare.net/NiaMaeSabillo/global-migration-250432429. Thank you!
SUBJECT: The Contemporary World
TOPIC: Global Migration
NOTE:
I also made a material for this one in a "PDF" format. Kindly Search it here in my profile or you can click this link: https://www.slideshare.net/NiaMaeSabillo/global-migration-250432429. Thank you!
Globalization represents an unavoidable phenomenon in the history of mankind, which is making the world smaller and smaller by increasing the exchange of goods, services, information, knowledge and cultures between different countries, therefore, it is very important to understand the "why, where, what and how" of our current situation.
References:
Aldama, P. , (2018). The Contemporary World. Rex Book Store. 856 Nicanor Reyes, Sr. Street Recto
Avenue Manila Philippines.
Claudio, L.& Abinales P. (2018). The Contemporary World. C&E Publishing Inc:839 EDSA, South
Triangle, Quezon City
San Juan, D. (2018). Journeys Through our Contemporary World. Vibal Group Inc.: 1253 G. Araneta
Avenue cor. Ma. Clara Street, Talayan, Quezon City
Dekkers, R., (2010). Decision models for outsourcing and core competencies in manufacturing.
International Journal of Production Research, 38(17), 4085-4096.
Dolgui, A., and Proth, J.-M., (2010). Supply Chain Engineering: Useful Methods and Techniques. Springer,
London.
Narasimhan, R., Narayanan, S., Srinivasan, R., (2010). Explicating the mediating role of integrative
supply management practices in strategic outsourcing: a case study analysis. International Journal of Production Research, 48(2), 379–404.
Yang, C., Wacker, J. G., Sheu, C., (2012). What makes outsourcing effective? A transaction-cost
economics analysis. International Journal of Production Research, 50(16), 4462–4476.
Akamatsu, K. 1961. ―A Theory of Unbalanced Growth in the World Economy.‖
Weltwirtschaftliches Archiv 86(1): 196–217. Allen, Michael. 2002. ―Analysis: Increasing Standards
in the Supply Chain.‖ Ethical Corporation, October 15.
Amsden, Alice H. 1989. Asia‘s Next Giant: South Korea and Late Industrialization. Oxford: Oxford
University Press.
Gereffi, Gary. 1983. The Pharmaceutical Industry and Dependency in the Third World. Princeton:
Princeton University Press.
Gereffi, Gary. 1994a. ―The Organization of Buyer-Driven Global Commodity Chains: How U.S.
Retailers Shape Overseas Production Networks.‖ Pp. 95–122 in Commodity Chains and Global
Capitalism, ed. Gary Gereffi and Miguel Korzeniewicz. Westport, Conn.: Praeger.
Gereffi,Gary. 1994b. ―The International Economy and Economic Development.‖ Pp. 206–33 in The
Handbook of Economic Sociology, ed. Neil J. Smelser and Richard Swedberg. Princeton:
Princeton University Press.
Definition of globalization. Types of globalization. Advantage of globalization: Cultural impact of globalization.Economic impact of globalization. Disadvantages of Globalization
GLOBALISATION AND SUSTAINABLE DEVELOPMENTviditgrover3
THIS IS PPT CONTAINS INDEPTH ABOUT GLOBALIATION AND SUSTAINABLE DEVELOPMENT.
HERE IS LINK FOR THE BESTT BOOK FOR ADVANCED
GLOBALISATION.
FOR US CITIZENS-
https://amzn.to/3BdHagh
FOR INDIAN CITIZENS-
https://amzn.to/34i2eGc
SUBJECT: The Contemporary World
TOPIC: Global Migration
NOTE:
I also made a presentation for this (pptx format). Kindly Search it here in my profile or you can click this link https://www.slideshare.net/NiaMaeSabillo/global-migration-250432429. Thank you!
SUBJECT: The Contemporary World
TOPIC: Global Migration
NOTE:
I also made a material for this one in a "PDF" format. Kindly Search it here in my profile or you can click this link: https://www.slideshare.net/NiaMaeSabillo/global-migration-250432429. Thank you!
Globalization represents an unavoidable phenomenon in the history of mankind, which is making the world smaller and smaller by increasing the exchange of goods, services, information, knowledge and cultures between different countries, therefore, it is very important to understand the "why, where, what and how" of our current situation.
References:
Aldama, P. , (2018). The Contemporary World. Rex Book Store. 856 Nicanor Reyes, Sr. Street Recto
Avenue Manila Philippines.
Claudio, L.& Abinales P. (2018). The Contemporary World. C&E Publishing Inc:839 EDSA, South
Triangle, Quezon City
San Juan, D. (2018). Journeys Through our Contemporary World. Vibal Group Inc.: 1253 G. Araneta
Avenue cor. Ma. Clara Street, Talayan, Quezon City
Dekkers, R., (2010). Decision models for outsourcing and core competencies in manufacturing.
International Journal of Production Research, 38(17), 4085-4096.
Dolgui, A., and Proth, J.-M., (2010). Supply Chain Engineering: Useful Methods and Techniques. Springer,
London.
Narasimhan, R., Narayanan, S., Srinivasan, R., (2010). Explicating the mediating role of integrative
supply management practices in strategic outsourcing: a case study analysis. International Journal of Production Research, 48(2), 379–404.
Yang, C., Wacker, J. G., Sheu, C., (2012). What makes outsourcing effective? A transaction-cost
economics analysis. International Journal of Production Research, 50(16), 4462–4476.
Akamatsu, K. 1961. ―A Theory of Unbalanced Growth in the World Economy.‖
Weltwirtschaftliches Archiv 86(1): 196–217. Allen, Michael. 2002. ―Analysis: Increasing Standards
in the Supply Chain.‖ Ethical Corporation, October 15.
Amsden, Alice H. 1989. Asia‘s Next Giant: South Korea and Late Industrialization. Oxford: Oxford
University Press.
Gereffi, Gary. 1983. The Pharmaceutical Industry and Dependency in the Third World. Princeton:
Princeton University Press.
Gereffi, Gary. 1994a. ―The Organization of Buyer-Driven Global Commodity Chains: How U.S.
Retailers Shape Overseas Production Networks.‖ Pp. 95–122 in Commodity Chains and Global
Capitalism, ed. Gary Gereffi and Miguel Korzeniewicz. Westport, Conn.: Praeger.
Gereffi,Gary. 1994b. ―The International Economy and Economic Development.‖ Pp. 206–33 in The
Handbook of Economic Sociology, ed. Neil J. Smelser and Richard Swedberg. Princeton:
Princeton University Press.
Definition of globalization. Types of globalization. Advantage of globalization: Cultural impact of globalization.Economic impact of globalization. Disadvantages of Globalization
GLOBALISATION AND SUSTAINABLE DEVELOPMENTviditgrover3
THIS IS PPT CONTAINS INDEPTH ABOUT GLOBALIATION AND SUSTAINABLE DEVELOPMENT.
HERE IS LINK FOR THE BESTT BOOK FOR ADVANCED
GLOBALISATION.
FOR US CITIZENS-
https://amzn.to/3BdHagh
FOR INDIAN CITIZENS-
https://amzn.to/34i2eGc
What is Structural Adjustment Programs of IMFSAJJAD HAIDER
Structural Adjustment Programmes (SAPs) are economic policies for developing countries that have been promoted by the World Bank and International Monetary Fund (IMF) since the early 1980s by the provision of loans conditional on the adoption of such policies.
BSFF Buffer Stock Financing Facility (1969–2000)
CCFF Compensatory and Contingency Financing Facility
(1988–2000)
CCL Contingent Credit Line (1999 –2003)
CFF Compensatory Financing Facility (1963–88, 2000–09)
La Educación y Emprendimiento cooperativo como eje vertebrador de MONDRAGON (...Jose Mari Luzarraga
Ponencia de equipo de MONDRAGON en PUC-SP Saõ Paulo Brasil sobre LA EDUCACIÓN y el EMPRENDIMIENTO COOPERATIVO COMO EJE VERTEBRADOR DE MONDRAGON.
Importancia histórica, retos y oportunidades en la sociedad del conocimiento digital y global.
Guión:
1) La educación en la ECM en el pasado (1943-2008)
1.1 Punto de partida y pensamientos estratégicos
1.2 Principales estrategias y estructuras implantadas:
De la Escuela de Aprendices (1943) a Mondragon Unibertsitatea (1998)
ALECOOP
Centro de promoción empresarial Caja Laboral
1.3 Resultados 1943-2008
2) Apuesta estratégica por el liderazgo, innovación y emprendimiento cooperativo.
Mondragon Team Academy (LEINN) (2008-2023)
3) La revolución digital y la respuesta cooperativa ante los retos de uberización de economía.La alternativa humanista de las plataformas digitales cooperativas
Platform Coops NOW! (2019-2023)
Collective Entrepreneurship & Digital Platform Coops. MTA world. ICA World Co...Jose Mari Luzarraga
The talk on "Collective Entrepreneurship & Digital Platform Coops" by JM Luzarraga (MTA-PCC) at ICA World Conference in Seoul Dec 2021. This talk was part of the panel 2.5 on "Supporting Entrepreneurship & Innovation"
Talk at Indonesia Demokrasi Conference " Co-ops: Days of Future & Past". The conference happened on 11th July 2021. It combines an analysis of MONDRAGON cooperative entrepreneurship & MTA, an strategic analysis of the future trends in cooperative entrepreneurship & an analysis of digital platform coops developed within the Newschool & Mondragon University partnership.
Ponencia "Las Cooperativas de Datos" en el "Ciclo de conferencias online sobre innovación en economía social y cooperativismo" lideradas por Dr. Julen Iturbe (ConusltorArtesano.com) en colaboración con CESCO, la Cátedra Cajasiete de Economía Social y Cooperativa de la Universidad de La Laguna y La Facultad de Empresariales (Enpresagintza S.Coop) de Mondragon Unibertsitatea.
Unleashing MTA World Energy Ecosystem - Ideas For change (I4C) - Jan 2020Jose Mari Luzarraga
The present document is the result of a Impact Hacking consulting project developed for Mondragon Team Academy (MTA World) by Ideas For Change team.
This project was developed during 2019 and sponsored by MTA Talisman NGO, Mondragon Unibertsitatea Enpresagintza S.Coop and TZBZ S.Coop.
Enprendimiento Cooperativo: El caso de MONDRAGON 1956-2019Jose Mari Luzarraga
Una introducción a Emprendimiento Cooperativo analizando el caso de MONDRAGON como experiencia emprendedora cooperativa desde 1956 hasta la actualidad. Esta presentación es una ponencia del programa "Platform Co-ops Now!" organizado por la NEWSCHOOL de New York y MTA MONDRAGON Unibertsitatea como respuesta la crisis de COVID19.
Cooperative Entrepreneurship: The Case of MONDRAGON 1956-2019Jose Mari Luzarraga
An introduction to Cooperative Entrepreneurship analyzing MONDRAGON entrepreneurial journey since 1956 until today. This presentation is a lecture at "Platform Co-ops Now!" program organized by NEWSCHOOL and MTA MONDRAGON Unibertsitatea in the mist of COVID19.
Here the strategic reflection done over LEINN 2008-2018 process and the presentation of the new LEINN - Mondragon Team Academy FALKON model for 2019-29.
Mondragon Comunidad Emprendedora - Informe Diciembre 2009Jose Mari Luzarraga
EMPRENDER EN MONADRAGON: ANALISIS y PROPUESTA DE UNA ESTRATEGIA COMPARTIDA.
Documento preparado en 2009 como propuesta para traccionar el desarrollo de la estrategia de cultura emprendedora en el grupo MONDRAGON.
Mondragon Team Academy (MTA World) ASHOKA Globalizer 10 min presentation. Whats is MTA and How to evolve from a organizational strategy towards a systemic impact strategy.
Mondragon Team Academy (MTA World) Strategy template develop on ASHOKA Globalizer program. How to evolve from a organizational strategy towards a systemic impact strategy.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
GLOBALIZATION & SUSTAINABLE DEVELOPMENT Strategies for Poverty eradication & Wealth creation
1. GLOBALIZATION & SUSTAINABLE DEVELOPMENT
Strategies for Poverty eradication & Wealth creation
The role of multinationals CSR strategy, the fortune at the
bottom of the pyramid & social entrepreneurs
La Comercial UD – Sustainable development – Bilbao April 2009
Dr. JM Luzarraga –Mondragon University
jmluzarraga@gmail.com
jmluzarraga@eteo.mondragon.edu
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
2. Index
1. Introduction to “Globalization & Sustainable
development”:
- Globalization context
- Current Global Challenges in a Knowledge Economy
- Impact on economic developed countries
- Impact on developing & emerging countries
2. Three Paths to Poverty eradication & Wealth Creation
- Corporations’ CSR strategy: employment creation (Karnani)
- Fortune at the Bottom of the Pyramid strategy: new customers
(Prahalad)
- Social Entrepreneurs: new socio-economic agents (Bornstein-
Yumus & Schwab)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
3. First Team Activity – Warming up
Who are you and who inspires you?
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
4. 1. Introduction to “Globalization &
Sustainable development”
- Globalization context
- Current Global Challenges in a Knowledge Economy
- Impact on economic developed countries
- Impact on developing & emerging countries
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
5. Globalization??...
One definition might be…
“Economic Globalization constitutes integration of
national economies into the international economy
through trade, direct foreign investment, short-term
capital flows, international flows of workers and humanity
generally, and flows of technology” (Bhagwati 2007: 13)
“The technological revolution seems to be one of the
most powerful engines of the glbalization process”
(Friedman, 1995: 341)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
6. Key elementes to take into account while analysing
regions in global markets
GDP: volumen & growth rate
Labour cost & unemployment rate
Population
Poverty and income per capita
Foreign direct investment:
– Horizontal integration: HFDI
– Vertical Integration: VFDI
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
7. Some of the main impacts of globalization
It breakes companies’ local or national dimension: by will or
by force
It breakes the local community stability in economic
developed countries: dilocation, relocation, layoffs & factories
shut down
It may contribute to socio-economic developmentes of
emerging & developing countries
Others:
– It reduces thevalue of technology
– It unifies consuming products globally
– It increase the brand value and companies “virtualization”
process
–…
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
8. Team activity
Select a successfull company for you?
Why you considere it successfull?
What are their main current challenges?
And current risks?
In which countries are operating? Doing what? Why?
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
9. Challenges of our global knowledge society
Labour force global competition: employment threat
Compensación medio por hora de trabajadores de línea de producción, 2003–09, USD
40 CHINA
INDIA
34.46
35
RUSIA
30.6
30
MEXICO
25.34
POLONIA
23.91
25
23.73
21.86
20.68 BRASIL
21.01
20.31 20.99
20 17.77
R. CHECA
16.68
14.29
ESPAÑA
15
12.32
EUSKADI
10 FRANCIA
5.47 MCC
3.83 3.9
5 3.64 3.28
2.45 2.7 2.75 2.38
JAPON
1.271.68
1.5
0.8 1.12
USA
0
2003 2009
ALEMANIA
Fuente: ex novo a partir de Behind the China Kaledoiscope - CH-ina Guide 2005, Eustat y MCC.
Nota: se aplica tipo de cambio enero 2003 (1 Euro=1.067USD). Los datos actualizados a III-2007 reflejan
un incremento superior de coste hora siendo en MCC= 23.7, Euskadi=20.69 y España 15.43.
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
10. Challenges of our global knowledge society
Western Europe production crises: unemployment threat
AUTOMOTIVE SECTOR PRODUCTION SUPPORT
EUSKADI vs. EASTERN EUROPE LOCATION
0,4
1,6 m
1,7 m
Zona A: 0,2
• Cooperativa cubre muy bien 0,5 Posible ubicación de
5,3 m
( 0 - 500 km) 1m
un hipotético
Zona B: competidor en la zona
0,7
• Cooperativa satisface bien 3,7 m del Este
0,8
(500 – 1000 km)
Zona C: Zona A 0,2
0,2
• Cooperativa satisface mal 0,2
(1000 – 1500 Km)
1,6 m
Zona D:
• Cooperativa no cubre 0,2
2,7 m
(+1500 Km)
1m
Zona B Zona C Zona D
PRODUCTION 2008 (Million Units)
Source: Roland Berger
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
11. Challenges of our global knowledge society
Presence in Emerging countries: the power of BRIC countries
World population by country %
25%
CHINA
INDIA
20%
RUSSIA
MEXICO
15% POLAND
BRAZIL
CZ REP.
10%
COLOMBIA
JAPAN
5%
USA
0%
1975 2003 2015
Source: UN Development Report 2006
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
12. Challenges of our global knowledge society
Presence in Emerging countries: the power of BRIC countries
BRIC countries contribution to World GDP growth The BRIC’s race to exceed G6 growth
50%
Italy France Germany
Brazil
40%
Italy France Germany
Russia
30% Germany
Italy France Japan
India
20%
UKGermany Japan USA
China
10%
G8
BRICs
0%
2005 2015 2025 2000 05 10 15 20 25 30 35 40
Source: Goldman Sachs BRICS Europe & Asia - May 2007
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
13. Challenges of our global knowledge society
Threat for Local communities: massive urbanization, internal
migration & radical social differences among countries
Population with less than 1$ income a day by region
60%
1981
50%
1987
40%
30%
1993
20%
1999
10%
0%
2001
WORLD Europe and Latina Middle East South Asia Sub-Saharan
Central Asia American & & north Africa
the Africa
Caribbean
Source: Human Development Report - UN 2005
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
14. Challenges of our global knowledge society
Global & interconected economy
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
15. Challenges of our global knowledge society
Threat for Local communities: massive urbanization, internal
migration & radical social differences among countries
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
16. Challenges of our global knowledge society
Global economic recession & “short-term” “speculative”,
“wasteful consumer” & “neo-liberal” economic society
model in crises: unemployment global threat
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
17. Challenges of our global knowledge society
Global economic recession & “short-term” “speculative”,
“wasteful consumer” & “neo-liberal” economic society
model in crises: emerging countries opportunities
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
18. Challenges of our global knowledge society
Sustainability threat due to a fossil energetic model & a
wastefull consumer society: green energy & production
opportunity
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
19. Challenges of our global knowledge society
Reaching “bonsai” consumers: Social entrepreneurs &
Bottom of the Pyramid strategies
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
20. Challenges of our global knowledge society
Knowledge competitiveness: change management, learning
communities, experience economy
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
21. Challenges of our global knowledge society
Knowledge competitiveness: social networks, open innovation
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
22. Challenges of our global knowledge society
Knowledge competitiveness: social networks, open innovation
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
23. Challenges of our global knowledge society
Knowledge competitiveness: learning organizations
SELF-REALIZATION
SHARED
MENTAL SYSTEM
VALUES
MODELS THINKING
LEARNING
SELF-MANGED TEAMS
FIFTH DISCIPLINE – Peter Senge (MIT)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
24. Challenges of our global knowledge society
Knowledge competitiveness: learning schools
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
25. Team activity
Which one is the most surprising/important
challenge for you?
Why?
Is there any challenge missing from the previous
list?
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
26. 2. - Three Paths to Poverty eradication &
Wealth Creation
- Corporations’ CSR strategy: employment creation (Karnani)
- Fortune at the Bottom of the Pyramid strategy: new “bonsai”
customers (Prahalad)
- Social Entrepreneurs: new socio-economic agents (Bornstein-
Yumus & Schwab)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
27. Corporations’ CSR strategy: employment creation (Karnani)
-Case study: MONDRAGON
Readings:
MCC Harvard BS Case study
IRIZAR 2005 Harvard BS Case study
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
28. Theoretical framework – Globalisation impact on the community
An industrial migratory phenomenon takes place (N-S, W-E) and new
strategies arose challenging local communities stability
In emerging countries FDI contributes to socio-economic development
and poverty reduction when based on a proper CSR policy abroad,
In countries with higher labour costs global competition results in
manufacturing firms downsizing and shutting down operations
Place-based ownership models are presented as a better counterforce to
globalisation’s threats to local community stability
But the traditional local structure of worker cooperatives’ was not
adequately prepared to compete in a capitalistic global market
Worker Co-operatives most important social commitment is its commitment
to create employment
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
29. Theoretical framework – Globalisation impact on the community
GLOBALISATION IMPACTS ANALYSED
Local Worker Co-
Economic Emerging & non communities operative
developed & industrialised and citizens : structures:
industrialised countries:
countries:
Urban, Hybridisation,
Foreign Direct Massification, de-
Downsizing Investment, internal mutualisation,
and closing industrial migration, and
factories, employment greater
unemployment creation and inequalities in
increased local and across
competition countries
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
30. Mondragon background, vision &values
A worker cooperative network started by Father Arizmendiarrieta in 1956
in Mondragon, a 5.000 people village in the Basque Country (Spain)
Named by several academics as one of the best examples of democracy at
the work place (Macleod, Vanek, Williamson, Malone, Whyte & Whyte,…)
ViSION: The companies that make up MONDRAGON share their
commitment to cooperation and democracy in the workplace,
backed by a unique system of worker participation.
VALUES:
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
31. Mondragon background, vision &values
A worker cooperative network started by Father Arizmendiarrieta in 1956
in Mondragon, a 5.000 people village in the Basque Country (Spain)
Named by several academics as one of the best examples of democracy
at the work place (Macleod, Vanek, Williamson, Malone, Whyte &
Whyte,…)
ViSION: The companies that make up MONDRAGON share their
commitment to cooperation and democracy in the workplace, backed by
a unique system of worker participation.
MONDRAGON CO-OPERATIVE PRINCIPLES:
1. Open membership 6. Incomes/wages solidarity
2. Democratic member control 7. Inter-cooperation
3. Work over ownership 8. Social transformation
4. Capital as a tool 9. Universal character
5. Management participation 10. Education and training
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
32. Highlights at Dec 2006 Mondragon Group
Mondragon Congress/ Permanent Commission
Number of worker co- Mondragon Presidency/ General Council
operatives: 107 Financial Industrial Division Distribution
Division
Division Industrial Automatisation
Workforce: 83.601 Automotive
– Worker members: 80% Body Builders
Components
– Abroad: 14.261 Construction
Elevation
Total sales: 13.390 M.euros Equipment
Business Ranking if listed: HouseholdGoods
Engineering & Services
– Spain: 7th Machine Tools
– Europe: 32th Industrial Systems
Tools & Systems
– Forbes 500: 462
Group activities: Mondragon University,
12 Technology Centers & Garaia Innovation Park
Source: MCC 2006
-
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
33. Context of Research – Mondragon Industrial Division
45,000
40,000
1) First production plant abroad
2) MCC holding structure creation
35,000
3) 26 Production plants abroad
30,000
4) 65 Production plants abroad
Total employees
25,000
Employees abroad (since 99)
20,000
15,000
10,000
5,000
0
1960
1962
1964
1966
1968
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
2004
2006
Years 1) 2) 3) 4) 5)
Source: ex novo - Adaptation from MCC - 2007 1) 2) 3) 4)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
34. Context of Research – Mondragon Industrial Division
To remain competitive Mondragon assumed the global production dimension, opting to use
FDI on private companies abroad
Mondragon Industrial Division – Employment growth
NUMBER OF EMPLOYEES at 31/12
2003 2004 2005 2006
1999 2000 2001 2002
Total Employees (PT) 21913 25593 27050 31166 32597 33640 40121 41810
Net-growth 9.54% 16.79% 5.69% 15.22% 4.59% 3.20% 19.27% 4.21%
Local employees 19954 21516 22217 25225 25888 26533 27263 27594
Net-growth 7.83% 3.26% 13.54% 2.63% 2.49% 2.75% 1.21%
Employees abroad (PEX) 1959 4077 4833 5941 6709 7107 12858 14216
Incremento 108.12% 18.54% 22.93% 12.93% 5.93% 80.92% 10.56%
% PEX / PT 8.94% 15.93% 17.87% 19.06% 20.58% 21.13% 32.05% 34.00%
(*)
Source: ex novo
BRANDT
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
35. Context of Research – Mondragon Industrial Division
GLOBAL COOPS by regions
PRODUCTION PLANTS ABROAD PEOPLE WORKING ABROAD
(65) (14. 261)
7% EUROPE 15
14%
7 9
R.CZECH & SLO
9 POLAND
9%
INDIA
36%
CHINA
17
10%
6 MEXICO
BRAZIL
10%
7
OTHERS
1
8% 6%
9
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
36. Theoretical framework – Globalisation impact on emerging &
developing countries & CSR policy
CSR has been broadly study and recently blooming
Fortune at the bottom of the pyramid: Prahalad “It’s clear for us that
prosperity can come to the poorest regions only through the direct and
sustained involvement of multinational companies. And it’s equally clear that
the multinationals can enhance their own prosperity in the process”
The best antidote to poverty is employment creation at a reasonable wages,
Karnani: “Creating opportunities of steady employment at reasonable
wages is the best way to eradicate poverty”
Reasonable wages?: two criteria:
1) the principle of reciprocal benefits: the value provided by the employee
must be equal to that of the monetary settlement received
2) “principle of the obligatory family living wage”
Application of worker co-operative principles as a CSR policy
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
37. Theoretical framework – Globalisation impact on emerging &
developing countries & CSR policy
Application of worker co-operative principles as a CSR policy
MONDRAGON CO-OPERATIVE PRINCIPLES AT RISK:
1. Open membership 6. Incomes/wages solidarity
2. Democratic member control 7. Inter-cooperation
3. Work over ownership 8. Social transformation
4. Capital as a tool 9. Universal character
5. Management participation 10. Education and training
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
38. Research methodology - framework
Context: “Social enterprises operating in global markets”
Case study: Mondragon Group
Secondary source gathering & systematic review: Mondragon Group & Globalisation
Globalisation impact on Mondragon Group net job growth 1996-2006
International strategy & mapping subsidiaries by countries and timing
Case studies: best practices in CSR management in production plants abroad
FAGOR INTERNATIONAL
IRIZAR TVS MASTERCOOK CLUSTERS
FAGOR
ORKLI CH COPRECI CZ
(India) (Poland) (China, Mexico
EDERLAN
(China) (Czech R.)
Czech R. Slovak R.)
(Brazil)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
39. Field work – interviews conducted
People interviewed (N=176)
Interview Location
Nationality
Basque country
2% 4% 4% 4% 6% Basque country
12%
Spain (rest) India
15%
India China
20%
China Mexico
5% 49% Mexico 20% Brazil
Brazil Poland
5%
Poland Czech Republic
others Slovak Republic
16% 21%
13%
4%
Coop membership
Based abroad
Job activity
Works at Mondragon
7%
18% 37%
65% 93%
82%
YES
YES MOI
35% YES NO
NO MOD
NO
63%
Source: ex novo
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
40. Field work – production plants visits & analysis
June 2007
Feb – Mar 2007 Mar – Dec 2006
July 2007
Oct – Nov 2006
Jan – Feb 2007
Mondragon representative offices 6 (4 visited)
Production plants abroad 65 (40 visited)
Source: ex novo
Source: Luzarraga, 2006
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
41. Research methodology – main characteristics
1) MONDRAGON EMPLOYMENT DATABASE: For the first time a merged database of
Mondragon GLOBAL COOPS exists, allowing us to compare their performance with
other cooperatives.
The sample has been constructed from MCC annual reports. This database includes
co-operative activity reports during 1996-2006 for Mondragon industrial co-operatives.
2) PRODUCTION PLANTS ABROAD ANALYSIS: For the first time Mondragon
production plants abroad have been analyzed. It has been visited, studied and
analysed 40 factories in developing countries
3) EMPLOYEES AND MANAGERS ABROAD INTERVIEWS: For the first time a wide
survey on production plants abroad has been conducted interviewing 135 people
working on Mondragon production plants abroad
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
42. Responsible at home: multi vs. de-localisation
Mondragon International multi-localisation is a successful strategy to deal with
globalisation’s threats to community stability (downsizing and de-localization)
Mondragon GLOBAL CO-OPS have a bigger net job growth than Local Co-
ops in parent cooperative (28% > 14%), in the local community (52%>25%)
and in total (141% >21%)
FDI has a direct positive impact on employment growth in the local community
(21%>12%) and a similar behaviour in the parent cooperative (7,8% = 7,5%)
In the parent co-operative the percentage of voting members has increased
(from 78% to 84%).
In the parent co-operative the percentage of voting members is higher on
GLOBAL CO-OPS than LOCAL CO-OPS (84% >75%)
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
43. Responsible abroad: objectives 2005-08
Co-operative structure international extension
OBJETIVE STRATEGY INDICATORS
• Communicate, develop & support • % employees with ownership
participation on subsidiaries where
• To study ways of people cooperative
TO MOVE FORWARD parent cooperative has 100% control
integration
ON • % employees participation on profits
• Economic resources for training and
COOPERATIVE education on subsidiaries • % subsidiary profits dedicated to local
INTERNATIONAL environment
• Own & clear salary policy on
EXTENSION
subsidiaries • Existence of employees participation
& systems
• Health, security and ecological
GLOBAL CSR guidelines • To define a corporative guideline to
POLICY apply international extension model
• To analyse current experience inside
Mondragon Group; to analyse its
adaptation and new formulas
Source: MECI 2005 – 2008 – MCC International Department
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
44. Case studies database
Coops involved Location Date
Case study
Orkli CH Orkli CHINA - Ningbo Jun 2006
Irizar TVS Irizar INDIA-Tamil Nadu Oct 2006
Ederlan Br Fagor Ederlan BRASIL - Extrema Jan 2007
Wrozamet
MasterCook POLAND - Wroclaw Jun 2007
Fagor Electrodomesticos
CZECH R.Olomouc Jul 2007
Copreci CZ Copreci
Dikar Wingroup, Orbea,
CHINA - Kunshan Nov 2006
International
Mondragon Orkli, Oiarso
international Irizar, Eika, Matz Erreka,
production MEXICO -Queretaro Feb 2007
Mondragon Assembly
clusters
plants Fagor Electrodomesticos, Tajo,
POLAND - Wroclaw Jun 2007
clusters Eika, Embega, Coinalde
Cikautxo, Fagor Ederlan,
CZECH R. Olomouc July 2007
Maier, Batz, Copreci
Spain – France –
Alidis/Gespa Dec 2005
Eroski, Mosqueteros, Egasa
Source: ex novo
Germany - Asia
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
45. Case studies database
5) Fagor MasterCook
1) Orkli China
3) Copreci CZ
2) Irizar TVS
4) Fagor Ederlan
Brasileira
Production plants case studies
Mondragon international clusters
Source: ex novo
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
46. Mondragon plants best practices
1) Orkli Ch (China): a proactive strategy as a response to the future threat of China, its
management model and commitment to quality control, as well as its innovative capacity in the
combination of automated production at the parent co-operative with the manual and flexible of
China.
2) Irizar-TVS (India): the international transfer and assimilation of a participative management
model with a high commitment to communication, its own remuneration system and profit
sharing schemes. This model features significant progress of success in productivity, quality,
sales, innovation and financial results.
3) Copreci CZ (Czech Republic): a global organisational model has been formulated, involving
international professional careers with internationally experienced managers at the parent co-
operatives and local managers at the production plants abroad, thus commencing development
of the figure of collaborator co-operative member.
4) Fagor Ederlan Brasileira (Brazil): a social equity with annual monitoring indicators at the
subsidiary, its employee health and safety policy, its proximity to the local co-operative
movement, and the fact that it is the sole Mondragon production plant abroad where the
possibility of transforming it into a second level mixed co-operative has been studied.
5) Fagor MasterCook (Poland): stands out as the sole example that includes union
representatives in the board of directors, the positive consequences of organisational change
(towards a global model with local autonomy) on account of the acquisition of Brandt in 2005, as
well as its process of adaptation-integration of business culture.
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
47. Main best practices already implemented
1) Business management that optimises the synergies between the global
and local dimensions of the co-operative
2) Working conditions: Social equity
3) Employee participation in management:
4) Employee participation in profits: 30%
5) Employee participation in ownership: “collaborator member”
6) Communication and awareness policy:
7) Inter-cooperation between subsidiaries: Mondragon international
clusters
8) Commitment to the local region:
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
48. Still many issues to be solved and implemented
1) Dealing with the local-global socio-economic synergies
2) Replicate commitment with education within the factories
3) Explore further collaboration with local communities stakeholders on the
location where the subsidiaries are placed
4) Increase profits at subsidiaries and keep on sharing them with local
employees
5) Implement a common supplier ethical code among the whole group
6) Implement further experiences on employees ownership: from
conventional to worker cooperative structures
7) Reinforce and replicate factories clustering abroad
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
49. Fortune at the Bottom of the Pyramid strategy: new “bonsai”
customers (Prahalad)
-
Readings:
The Fortune at the bottom of the pyramid (Article &/or book) – Prahalad
The Fortune at the bottom of the pyramid- A Mirage - Karnani
Case studies:
- Hindustan Lever (India)
- Jaipur Foot
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
50. Eskerrik asko
Muchas gracias
Thank you
谢谢你
“Nuestra fortaleza no se traduce en lucha sino en cooperación”
P. JM Arizmendiarrieta - 1956
Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009
51. Dr. JM Luzarraga – ETEO-MU – Sustainable Development - April 2009