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Figure 1 - Cooperative organisations explained: the reversed pyramid of interconnections between control rights, working rules and outcomes.
Choice of Legal F ramework/Control rights They define the basic decision making processes and
appropriation patterns of self-organised principals
Choice of working rules and governance structure The management of common pool of resources
requires a structure and working rules, both constraining and enabling. Rules emerge and develop to support the
evolutionary potential of the organisation Choice of outcomes: focus on non-monetary outcomes It is defined in terms of PHPEHUV¶ZHOOEHLQJWKURXJKWKH empowerment of intrinsic motivations. Depends on the interplay between individual values and institutions, as well as on the quality
of relations (e.g. openness, respect, reciprocity)
L A Y E R 3: Individual motivations and behaviours L A Y E R 2: Self-regulation and working rules L A Y E R 1: Legally binding constraints Outcomes As end-results of the economic activity. Both
monetary and non-monetary
Values (Shared by Self-O rganised Principals) ± Changing in the long run Values (Individual Principal) ± Changing in the medium run
Values (Broadly Shared by Society) ± Changing in the very long run Legal F rameworks
As available frameworks that defines the allocation of control
rights and rights to appropriate returns
Incentives
As procedures that align individual behaviours and organizational
objectives.
