This is the presentation of the talk given in Lieje (Belgium) in the EMES Network Congress 3rd July 2013, specifically as the presentation of the Chapter Mondragon case from the Social Innovation by Edward Elgar. http://www.igorcalzada.com/mondragon-case-from-the-social-innovation-chapter-accepted-to-be-part-of-the-international-handbook-of-social-innovation-by-the-edward-elgar-publishing-editors-moulaert-maccallum-mehmood-hamdouch

1. Highligh&ng
the
Territory
&
Social
Innova&on
importance
in
the
Mondragon
case
Dr.
Igor
Calzada,
Ph.D.
PostDoctoral
Research
Fellow
at
the
University
of
Oxford
(UK).
Future
of
Ci?es
FoC
Programme,
COMPAS
&
InSIS.
&
Ikerbasque,
Basque
Founda?on
for
Science.
Lecturer
&
Senior
Researcher
at
the
University
of
Mondragon.
Emes
Conference
Lieje,
Belgium
11:00-­‐12:30
3rd
July
2013.

2. hUp://about.me/icalzada

3. 1.-­‐
THE
Research
Ques&on
Why
should
we
highlight
(nowadays)
the
Territory
&
Social
Innova&on,
(both
together)
when
refers
to
Mondragon
case?

4. by Fran Castill
Four
complimentary
approaches:
1.-­‐
Contextualized
2.-­‐
Objec?ve
3.-­‐
Realis?c
4.-­‐
Cri?cally
Construc?ve

5. by Fran Castill
1.-­‐
CONTEXTUALIZED
approach:

6. 2.-­‐
OBJECTIVE
approach:
• The
Mondragon
group
reflects
the
concern
of
combining
the
basic
objec7ves
of
a
business
development
in
capitalist
markets
with
the
use
of
democra?c
methods
in
its
organiza?on,
job
crea?on,
promo?on
of
its
workers
in
human
and
professional
terms
and
commitment
to
the
development
of
its
social
environment
(Erras?,
2003).
• This
strategy
has
reinforced
the
compe&&ve
posi&on
of
the
companies
but
has
produced
contradic&ons
between
the
basic
objec?ves
of
a
business
organisa?on
compe?ng
in
interna?onal
markets
and
the
historical
core
principles
and
values
of
the
Mondragon
coopera?ves
(Erras?,
2003)

7. 3.-­‐
REALISTIC
approach:
• We
are
not
some
paradise,
but
rather
a
family
of
co-­‐opera7ve
enterprises
struggling
to
build
a
different
kind
of
life
around
a
different
way
of
working.
• Nonetheless,
given
the
performance
of
Spanish
capitalism
these
days
–
25%
unemployment,
a
broken
banking
system,
and
government-­‐imposed
austerity
(as
if
there
were
no
alterna7ve
to
that
either)
–
Mondragon
seems
a
welcome
oasis
in
a
capitalist
desert.
hUp://www.guardian.co.uk/commen?sfree/2012/jun/24/alterna?ve-­‐capitalism-­‐mondragon
24th
June
2012
The
Guardian

8. 4.-­‐
CRITICALLY
CONSTRUCTIVE
approach:
• However,
Dr
Igor
Calzada,
in
his
chapter
featured
in
the
Interna7onal
Handbook
for
Social
Innova7on
on
Mondragón,
advises
innovators
in
Spain:
• To
reflect
a
homegrown
approach
to
social
entrepreneurship
that
steers
away
from
individualist
forms
imported
from
abroad
and
to
tend
more
towards
community-­‐inspired
approaches
as
that
taken
by
Mondragón
when
it
was
originally
established.
hQp://socialenterprise.guardian.co.uk/social-­‐enterprise-­‐network/2013/jan/02/spain-­‐enterpreneurs-­‐
economic-­‐enterprise-­‐coopera7ve
2nd
January
2013
The
Guardian

9. 2.-­‐
Chapter:
1/7
Key
Idea
1) Bees
&
Trees
Alliance:
Entrepreneurs
&
Companies.
• To
contextualize
the
challenges
and
issues
that
the
Territory
&
Business
Nodes
confront
in
a
globalized
world.
• Offering
the
idea
of
building-­‐up
“Crea?ve
Ecosystems”
(Mulgan,
2007
&
Murray,
2010)
• We
call
it,
biocentric
approach:
cri?cal
value
of
land
and
Territory
as
primary
sources
of
Social
Innova?on.

10. 2.-­‐
Chapter:
1/7
Key
Idea
1)
Bees
&
Trees
Alliance.

11. 2.-­‐
Chapter:
2/7
Key
Idea
2)
Back
to
the
Local
Communi&es:
• It
is
not
likely
that
JMArizmendiarrieta
(1956)
&
had
heard
of
Jane
Jacobs
(1984)
ideas
about
Local
Communi?es.
• However,
Mondragon
town
had
all
of
the
community
characteris?cs
that
Jacobs
had
established
for
an
environment
to
be
fer?le
for
Social
Innova?on,
which
is
what
ocurred.

12. 2.-­‐
Chapter:
3/7
Key
Idea
3)
Technocentric
èAnthropocentric
èBiocentric
approach
of
Mondragon:
• In
the
past,
during
periods
of
growth,
a
Technocentric
approach
prevailed.
• Now,
from
the
more
holis?c
stance
of
corporate
social
iden?ty,
Mondragon
must
abandon
this
outdated
approach.
• Hence,
Social
Entrepreneurship:
– How
can
we
avoid
the
tempta?on
to
encourage
“Triumphalist
Talent”
(Anthropocentric)
at
the
University?
– How
can
we
establish
a
new
genera?on
of
Social
Entrepreneurs
according
to
the
coopera?ve
tradi?onal
synergy
with
the
Biocentric
approach,
who
can
respond
crea?vely
to
the
current
economic,
social
and
environmental
challenges?

13. 2.-­‐
Chapter:
4/7
Key
Idea
4)
ê
Communitarian
Social
Capital
(CSC):
• Link
with
EMES
interes?ng
contribu?on
by
Dr
Helen
Haugh:
Community
Enterprise?
• Interna?onaliza?on
and
individualism
have
lowered
the
levels
of
Communitarian
Social
Capital
(CSC)
• Therefore,
we
must
strike
a
balance
between
encouraging
individualist
and
triumphalist
forms
of
social
entrepreneurship
with
the
need
to
structure
communi?es,
which
are
the
basis
of
the
coopera?ve.

14. 2.-­‐
Chapter:
5/7
Key
Idea
5)
Case
1:
IDeO
ORONA,
Innova&on
City:
Good
current
prac?ce.
• Compa?ble
with
a
biocentric
perspec?ve
and
to
valorize
the
Territory.
• World
leader
in
eleva?on
systems.
• Stakeholders:
Companies,
University,
Entrepreneurs,
Public
Adm
and
Civic
Society.
hUp://www.orona.co.uk/en/sec?ons/we-­‐are-­‐orona/innova?on/orona-­‐ideo-­‐innova?on-­‐city.php

15. 2.-­‐
Chapter:
6/7
Key
Idea
6)
Case
2:
LEINN
degree.
Good
current
prac?ce.

16. 2.-­‐
Chapter:
6/7
Key
Idea.
6)
Case
2:
LEINN
degree.
Good
current
prac?ce.
• Is
contribu?ng
to
the
forma?on
of
a
new
homegrown
talent
pool
of
social
entrepreneurs
which
is
consistent
with
the
vision
of
the
Mondragon
experience
and
that
will
enhance
truly
re?cular
coopera?ve
entrepreneurial
business
models.
• The
future
of
Social
Innova?on
in
Mondragon
lies
not
with
large
companies
but
with
the
networked
structures
of
social
entrepreneurs.

17. 2.-­‐
Chapter:
7/7.
7)
Challenge:
• The
great
challenge
for
Social
Innova?on
research
for
the
Mondragon
case
lies
in
the
formulae,
methodologies,
case
studies
and
lessons
to
be
learned
from
the
processes
of
interna&onalizing
the
coopera&ves
that
currently
form
the
flagship
of
Mondragon.
• Thus,
we
must
explore
a
new
concept
of
Social
Entrepreneurship
in
different
emerging
industries:
entrepreneurs
with
large
glocal
networks
who
are
highly
specialized
and
prepared
to
form
or
lead
culturally
and
thema?cally
diverse
teams.
• To
sum
up:
The
real
issue
for
the
Mondragon
experience
today
is
that:
No
coopera&ve
forms
of
society
currently
ar&culate
the
new
economic
ecosystem
on
a
systema&c
basis.

18. 2.-­‐
Chapter:
7/7.
1.-­‐
Bees
&
Trees
2.-­‐
Local
Communi&es
3.-­‐
Technocentric
èAnthropocentric
“Triumphalist
Talent”
èBiocentric
4.-­‐
Communitarian
Social
Capital
5.-­‐
IDeO
ORONA,
Innova&on
City
6.-­‐
LEINN
degree
7.-­‐
Challenge

19. 3.- Current PostDoc Research
· Territory seen as City-Region
· Approached from Social Innovation Analytical Framework
· Carried out by Action Research.

20. Territory
è

21. Territory
è 3
Case
studies

24. Territory
è #Macro

25. Territory
è #Micro

26. Territory
è #Meso

27. Thanks
for
your
afen&on
Dr
Igor
Calzada
hUp://www.igorcalzada.com
hUp://about.me/icalzada
@icalzada