On the basis of evaluations made of the experience with the attempts to develop sectors of worker self-managed firms in Peru and Chile during the past decade, a number of lessons are derived concerning intermediary organizations, training, external integration, the role of managers and technicians, and legal and marketing problems. Unless the lessons learned are applied to the design of future infrastructures for organizational democracy, it is likely that the difficulties encountered in Peru and Chile will be repeated in other Third World countries.
Get full access to this article
View all access options for this article.
References
1.
Amat y Le6n, Carlos and H&tor Le6n (1983) Niveles de Viday Grupos Sociales en el Peru. Lima: Centro de Investigaci6n de la Universidad del Pacifico and the Ebert Foundation.
2.
Brunner, Jose J. (1981) La Cultura Autoritaria en Chile. Santiago: FLACSO.
3.
Scott, Gregory (1981) Potato and Marketing in Central Peru. PhD Thesis, Madison (Wisc.): University of Wisconsin.
4.
Hilliker, Grant
(1974) The Politics of Reform in Peru: The Aprista and Other Mass Parties of Latin America. Baltimore: The Johns Hopkins Press.
5.
Le6n, Federico R. (1977) 'El rol de miembro del consejo de administracion en las cooperativas agrarias de producci6n de la costa peruana', Documento de Trabajo No. 15, Research Department, Lima: ESAN.
6.
Lowenthal, Abraham F.
(1975) The Peruvian Experiment: Continuity and Change under Military Rule. Princeton (New Jersey): Princeton University Press.
7.
Rodriguez, Dario (1981) 'El concepto de manto protector', CPU Estudios Sociales, No. 27 (Primer Trimestre): 55-61.
8.
Scurrah, Martin
(1984) 'The Sector and Firm in Self-Management: 1. Institutional Models from Peru and Chile', Economic and Industrial Democracy, Vol. 5, No. 3.
9.
Scurrah, Martin and Guadalupe Esteves (1981) 'Reflexiones sobre experiencias autogestionarias rurales y urbanas en el Peru', America Indigena, Vol. XLI, No. 4 (October-December): 627-664.
