Abstract
The chapter analyses John Lewis Partnership, an employee owned UK company which operates 42 John Lewis department stores across the UK, 328 Waitrose supermarkets, an online and catalogue business, a production unit, and a farm. The company is owned by a trust on behalf of all its 90,000 permanent staff, known as “Partners,” who have a say in the running of the business and receive a share of annual profits, which is usually a significant addition to their salary. Its Constitution states that “the happiness of its members” is the Partnership’s ultimate purpose, recognizing that such happiness depends on having a satisfying job in a successful business. It establishes a system of rights and responsibilities, which places on all Partners the obligation to work for the improvement of the business in the knowledge that they share the rewards of success. The Constitution defines mechanisms to provide for the management of the Partnership, with checks and balances to ensure accountability, transparency, and integrity. It established the representation of the co-owners on the Partnership Board through the election of Partners as Elected Directors.
References
Birchall, J. (2014). The governance of large co-operative businesses. Manchester: Co-operatives.
Cathcart, A. (2013). Directing democracy: Competing interests and contested terrain in the John Lewis Partnership. Journal of Industrial Relations, 55(4), 601–620.
Estrin, S., & Jones, D. C. (1992). The viability of employee- owned firms: Evidence from France. Industrial and Labor Relations Review, 45(2), 323–338.
Ghobadian, A. (2013, July 23). Growth by small-change innovation: John Lewis’s ‘logical incremental’ style’. Financial Times, p. 12.
Glancey, J. (2014). A very British revolution: 150 years of John Lewis. London: Laurence King Publishing.
Guthrie, J. (2016, January 25). Mayfieldmania does make John Lewis a model for quoted companies. Financial Times, p. 20.
JLP (2015). John Lewis Partnership Annual Report and Accounts 2015. https://www.johnlewispartnership.co.uk/content/dam/cws/pdfs/financials/annual-reports/john-lewis-partnership-plc-annual-report-2015.pdf
O’Higgins, E. (2015). Is the co-operative model a realistic alternative to traditional joint-stock companies? In G. Enderle & P. E. Murphy (Eds.), Ethical innovation in business and the economy. Northampton MA: Edward Elgar.
Skapinker, M., & Felsted, A. (2015, October 17/18). Trouble in store. Financial Times Magazine, pp. 11–18.
Williamson, O.E. (1985). The Economic Institutions of Capitalism. New York: Free Press.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2018 The Author(s)
About this chapter
Cite this chapter
O’Higgins, E. (2018). The Ethos of Partnership: The John Lewis Partnership. In: O'Higgins, E., Zsolnai, L. (eds) Progressive Business Models. Palgrave Studies in Sustainable Business In Association with Future Earth. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-58804-9_9
Download citation
DOI: https://doi.org/10.1007/978-3-319-58804-9_9
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-58803-2
Online ISBN: 978-3-319-58804-9
eBook Packages: Business and ManagementBusiness and Management (R0)