Full version Mondragon case from the Social Innovation International Handbook Edward Elgar Chapter 2.5 2 ISBN: 978 1 84980 998 6

16. Knowledge building and organizational behavior:
the Mondragón case from a social innovation
perspective
Igor Calzada

16.1 SOCIAL INNOVATION: of a ‘bees and trees’ alliance (Figure 16.1)
THE PRESENT, PAST AND is referred to as a biocentric approach
FUTURE – it represents an ‘ecologization’ of the
economy and its relations with the local
The new conceptualization of innova- community and civic society as a whole.
tion in postmodern management studies As the chapter will show, the biocentric
has generated quite some marketecian approach in the Mondragón case relates
noise. Still, other community-mbedded
e to the critical value of land and territory as
approaches to innovation bypassing a uni- primary sources of social innovation.
lateral global competition logic are pos- Castells (2009) bases his prediction for
sible. To this end, Geoff Mulgan and his the future of cities and territories on the
colleagues contextualize the challenges and belief that the social networks (Christakis
issues that territories and business nodes and Fowler 2011) that are currently a part
confront in a globalized world, offering the of people’s daily lives do not differ greatly
idea of ‘creative ecosystems’ and the meta- from power or ‘censorship in the age of
phor of the Bees and the Trees (Mulgan freedom’ (Cohen 2012). Therefore, rather
2007; Murray et al. 2010). According to than leaving the market and its forces
this idea, socially innovative experiences to their own devices, one must consider
are based on an ‘alliance’ between active a vision for civil society in which insti-
agents of innovation (creators, innovators tutions intervene in market forces. The
and entrepreneurs) – the ‘bees’ – and active primary issue is to offer protection from
agents of validation (universities, compa- the market, rather than be ‘bullied’ by
nies and institutions) – ‘trees’. When bees the influence of the globalization, and to
and trees live together in the same urban show how to ‘survive’ and function in it.
area they can, through their mutually ben- Thus, it is now appropriate to reintroduce
eficial interactions, create creative local great discoveries such as those that led
communities. Presently, at grassroots level Jane Jacobs (1984) to propose slowing
in cities, such ‘alliance’ is required between economic growth for the sake of other
the post-risis large-cale projects inves-
c s social and community benefits. More
tors and social entrepreneurs. Without an recently, contributions on the relationship
alliance between these two types of agents, between urban development and com-
it is not possible for social innovation to munity dynamics include David Harvey’s
occur, because the resources and structures concept of ‘rebel cities’ (2012), Edward
needed to generate the emerging dynamics Glaeser’s ideas on urban and rural com-
that would lead to innovation would not plementarities in cities (2011), and Nick
be available. In this chapter, this approach Cohen’s critique of the superficially ‘free’

219

MoULAERT PRINT.indd 219 06/03/2013 14:41

220 The international handbook on social innovation

Entrepreneurs
ACTIVE INNOVATION AGENTS:
Innovators
Resources: Creation and Ideas
Creators

MULTIDISCIPLINARY EXPERIMENTATION PROCESS

From one side
Creative Class CREATION
INVOLVEMENT INNOVATION
Stakeholders VALIDATION
From the other side

To cultivate Local Urban Creative Communities

Universities
VALIDATION AGENTS:
Companies
Resources: Interest and Profit
Institutions Trees

Source: Calzada (2011a, p. 44).

Figure 16.1 Social innovation creative ecosystem: bees and trees

connected world made by digital social Spain, the Mondragón group employs
networks (Capra 1996; Cohen 2012). The 83,869 people in 256 cooperatives with
future of social innovation is already being an export rate of 60 per cent of its total
written in terms of a return to the past, €14.8 billion (Mondragón Corporación
through the revival of essential values Cooperativa 2011).
such as authenticity, identity and local
community.
It is not likely that Jose María de 16.2 THE DECREASE IN
Arizmendiarrieta had heard of Jacobs’s COMMUNITARIAN SOCIAL
ideas when he founded one of the world’s CAPITAL (CSC) IN THE
most- studied cooperative experiences in BASQUE CITY-REGION
1956 in Mondragón, a Basque town with
a population of 30,000 people. However, To paraphrase the founder of the
this town had all of the community charac- Mondragón cooperative, Jose María
teristics that Jacobs had established for an Arizmendiarrieta, ‘[n]othing differentiates
environment to be ‘fertile’ for social inno- individuals and people as much as their
vation, which is what occurred. Currently respective attitudes to the circumstances
the seventh largest business group in in which they live. Those who choose


The Mondragón case from a social innovation perspective 21
2

to make history and change the course to think, as Azkarraga argues, that ‘the
of events for themselves have advantages cooperative lung needs more oxygen than
over those who decide to wait passively that provided from the new masks distrib-
for the results of change’ (Azkarraga et al. uted in the name of postmodern manage-
2012, p. 76). In today’s globalized environment. The Mondragón Experience requires
ment, we require an affirmative but critical a closer connection with the renewed paths
examination from within the Mondragón of humanization being proposed in today’s
experience. Globalization promotes indi- world’ (Azkarraga et al. 2012, p. 79). In the
vidualism with the result that the coop- Basque region, with the emerging dyna-
erative modus operandi is changed and mism of ‘Chindia’ (a term used to describe
risks losing its cooperative identity. As two of the five BRICS countries, namely
Azkarraga states: China and India), the financial crisis has
reinforced the need to innovate beyond
[w]e have experienced an ideological emp- a business- entered view. In this context,
c
tying and the reinforcement of a new the Mondragón Corporación Cooperativa
human profile that is more shallow, prag- (MCC) group has defined its response to
matic and individualistic. The process of
de-deologization has affected the whole of
i global markets over several years. In the
society and, as members of that society, the past, during periods of growth, a techno-
co- perative social body as well. (Azkarraga
o centric approach prevailed. Now, however,
et al. 2012, p. 78). from the more holistic stance of corporate
social identity, the MCC must abandon this
In this context, the original vision of the outdated approach and move forward. The
Mondragón cooperative provides valuable MCC is being branded globally as social
lessons for the present. Figure 16.2 shows entrepreneurship (Hulgård 2006), and in
the presence of Mondragón cooperatives this chapter I attempt to demonstrate the
worldwide, including 77 production plants importance of restoring communitarian
and nine corporate offices. The challenges social capital to the business and academic
for this network due to globalization are agendas. In other words, we believe that
immense. The internationalization of the once the technocentric approach is super-
cooperatives (Luzarraga et al. 2007), the seded by one based on an anthropocentric
emergence of the BRICS (Brazil, Russia, view of social entrepreneurship, there is a
India, China and South Africa) countries, risk that this view will prove no more than
the ways in which China and India are a veneer for the threat of modern individu-
revolutionizing global business patterns, alism: ‘triumphalist talent’. By ‘triumphal-
the decrease in communitarian social ist talent’, we refer to the cases in which
capital (CSC), the rise of individualism, entrepreneurial action succeeds in an indi-
the gluttony of unfettered consumerism, vidualist manner and as a consequence
and the growing individualization of life of one- one competitiveness (Calzada
to-
through virtual networking (e.g. the use of 2011a, p. 235). To understand this better,
mass social networks) all contribute to the we can refer to the provocative and best-
urgency of critically recovering the founda- selling book Funky Business (Riddestrale
tions of the cooperative experience, which and Nordstrom 2000), which shows how
is the core of social innovation. Hence, we companies are changing their size and
need a strategic vision that accounts for methods of management and operation.
both local and global realities. When we examine cooperative companies,
The present is uncertain: it is reasonable we can also observe organizational changes


MoULAERT PRINT.indd 222
Poland 6

Germany Czech Republic
5 8
Slovakia
Belgium 1 2
Ireland 1 1
United Kingdom 3 Russia
U.S.A. 1
1 1
4 Holland Romania
16
Portugal 4 Italy
France 4 China 1
Mexico 1 2 13
7 Turkey
1 India 1
4 1
Morocco Taiwan

1
Columbia 1 Thailand 1
Vietnam

222
Brazil 1
6

Chile 1

Australia 1

Corporate offices (9) Production plants (77)

Source: Mondragón Corporación Cooperativa (2011).

Figure 16.2 The international manufacturing presence of the Mondragón cooperatives

06/03/2013 14:41

2

from industrial conventional post- ordist
F ism, which was originally too anthropo-
companies to entrepreneurial-etworked
n centrically oriented.
atomized business units. Moreover, a
new generation of cooperative members
is threatened by individualism. Thus, how 16.3 COMMUNITARIAN
can we avoid the temptation to encour- SOCIAL CAPITAL (CSC)
age ‘triumphalist talent,’ which encourages BUILDING IN MONDRAGÓN
individualism and organizational anemia
in universities and companies? How can The Mondragón experience was based on
we establish a new generation of social the idea that community development is
entrepreneurs according to the coopera- more important than economic progress.
tive traditional synergy with the biocentric As a result, a number of small entre-
approach, who can respond creatively to preneurial businesses gradually created a
the current economic, social and environ- dense business network in a single valley.
mental challenges? However, the increased sizes of the coop-
We must strike a balance between eratives, the greater degree of interna-
encouraging individualist and triumphal- tionalization and a move towards more
ist forms of ‘social’ entrepreneurship with individualistic patterns of community and
the need to structure communities, which civic life have lowered the levels of com-
are the basis of the cooperative economy. munitarian social capital (CSC) to historic
When we speak of communities, we refer to minimums. Today, therefore, the coop-
self- overning actions that are initiated by
g erative model faces a potential crisis, and
a business, university or the scientific and there is a need to reformulate it from the
technological world and that can extend ground up while preserving its cooperative
to the level of public institutions and civil essence. In other words, there is an urgent
and associative society. Ultimately, social need to build a new biocentric model of
entrepreneurship should serve local com- development that does not harm the eco-
munities. For example, universities are system but fosters lifestyles with a strong
active agents of validation (trees) that host post- aterialist element based on respon-
m
many active agents of innovation, or social sible consumption, self-ontainment and
c
entrepreneurs (bees). austerity. Let us examine some inspiring
If the Mondragón experience is to adapt experiences connecting past and present in
to today’s challenges, then it must initiate Mondragón.
a biocentric path in which sustainability ORONA is a leading MCC interna-
is not an addition but permeates the way tional cooperative company that is com-
business is conducted, with the involve- patible with a biocentric perspective. This
ment and proximity of local communi- company is a world leader in elevation
ties. The biocentric approach reminds us systems and is currently developing an
why the Mondragón experience has been ambitious strategic project called ORONA
socially innovative in a communitarian IDeO, Innovation City (http://www.orona-
manner, both economically and sustain- group.com/en/sections/we-are-orona/inn
ably, and why we should recover those ovation/orona-ideo-innovation-city.php,
values and activities to adapt them to last accessed 9 January 2013). The aim
the present. This chapter’s analysis of the of this project is to build a research hub
Mondragón experience shows how the led by an international company and
biocentric approach can save cooperativ- the University of Mondragón to initiate



a ialogue with the stakeholders of the
d key social asset. Civil organizations for the
Basque city region. The practical approach creation of Basque schools united people
of ORONA IdEO is a good foundation with different ideologies to create a high
from which to valorize the territory as a level of CSC.
biocentric unit of the society, economy and Finally, the case of Auzolan (Calzada
environment. 2011a, p. 243), or neighbourhood com-
For the University of Mondragón, munity work, represents an historical ideal
though, the primary effort in recent times and an experience from which important
has been the promotion of projects and lessons can still be learned today. The
initiatives not in international companies, roots of this civil movement began in the
but in junior cooperatives. Although job Basque Country and are based on the same
maintenance is supported by ‘traditional’ idea on which the Mondragón experience
business and cooperative structures, the was founded. A revival of neighbourhood
original driving forces behind the firms community work in several towns and
belonging to the Mondragón group (some areas throughout the Basque country has
of them: Orona, Maier, Eroski, Fagor and recently begun. One way of reviving this
Ulma), today we should explore the possi- practice today to increase the level of CSC
ble replacement of these ‘traditional’ struc- for towns and districts, which are micro-
tures with global, dynamic, young, open, territories (Calzada 2011a, p. 241), is to
networked and sustainable initiatives upgrade the concept of Auzolan to that of
(similar to the business model promoted the Auzolab, a community laboratory for
by Riddestrale and Nordstrom (2000). the development of neighbourhoods and
This is the impetus behind the university’s
villages.
LEINN (Enterprising and Innovative
Leadership) degree, which is contributing
to the formation of a new talent pool of 16.4 CONTEMPORARY
social entrepreneurs which is consistent OPPORTUNITIES FOR THE
with the vision of the Mondragón experi- BASQUE CITY REGION
ence and that will enhance truly reticu-
lar cooperative entrepreneurial business No analysis of the deterioration of CSC
models (Calzada 2011a, p. 235). The future in the Mondragón experience and in the
of social innovation lies not with large Basque country can ignore the political
companies but with networked structures violence suffered by the Basque people.
of social entrepreneurs. The consequences of this violence
An interesting historical experience is include social withdrawal, the creation of
the civil movement of support for the closed communities (archipelagos) and
Ikastolas (schools in Basque) and the a damaged moral and social fabric that
revival of the Basque language (Calzada has led to citizens’ disempowerment and
2011b). In the closing years of the Franco demoralization. As Bauman (2001) and
dictatorship, the Basque society expe- Putnam (2001), noted, the loss of com-
rienced major upheavals, with a strong munity values is inexorably linked to the
social response on the streets. In addition erosion of CSC. In the Basque country,
to numerous other demands, the element such erosion certainly influenced and even
that largely united Basque society (despite paralyzed civil society (Innerarity and
differences over ideological strategy) was Gurratxaga 2009; Elzo and Silvestre 2010;
the revival of the Basque language as a Echeverría and Gurrutxaga 2010).


2

However, at the time of writing, a tion and remixes (Lessig 2008) between
number of covert developments point in entrepreneurs in search of new oppor-
the direction of a possible peace process. tunities and unexplored niches, creative
After two years without attacks and a ecosystems must undergo the consolida-
defusing of the dynamics that created tion/institutionalization (Calzada 2005) of
vicious circles of political violence, there is relations and relationship patterns. When
increased hope and opportunity for socio- we speak of institutionalization, we refer
political change. This context offers an to the transition from an informal social
opportunity to break the cycle of stagna- network to an institutional cluster. The
tion and deterioration and to begin a new necessary condition for CSC is not the
period of openness and inclusive work. mere presence of active (online) social net-
The time may be right for the Basque works. Another condition, which now also
country, as a geostrategic cross- order ter-
b constitutes a new category of scientific
ritory within the EU, to take ownership of analysis, is necessary: ‘Social Connectivity’
the decisions that affect it and to emerge as (Calzada 2011a, pp. 58, 215, 220). Social
a Basque city region that we shall call ‘the connectivity should be understood as the
Basque City’. linking of social networks at the commu-
These changing socio-olitical condi-
p nity level with the purpose of activating
tions point to a scenario of ‘normality’ consensus among diversity.
against a backdrop of economic crisis and Ultimately, a creative ecosystem
recession. Combined with a commitment needs its networked relationship pat-
to strategic projects in emerging indus- terns to become dynamic and representa-
tries, new CSC may generate opportunities tive of the structure of the system itself.
for development. A specific opportunity is Unfortunately, an explanatory model has
presented by new technologies, in the form not yet been devised from the perspective
of trans-ocal social connectivity.
l of social innovation. However, we can
observe that without social connectivity,
16.4.1 Strategies of Social Innovation: social networks will rise and fall without
Social Connectivity, Social Networks creating lasting community value and
and Reconfiguration in New ‘Glocal’ without generating CSC through dynamic
Communities social networks that practice social con-
nectivity on a daily basis.
With the rise in online social networks (for Let us now examine the three constitu-
example, Facebook, Twitter and Linked ent elements of CSC (Burt 2005) bonding,
In), there is a tendency to confuse the bridging and linking for the Basque City:
emergence of new relational patterns with
the consolidation of CSC. In other words, ●● Bonding: an important starting
increased interaction on social networks point is to overcome the scenario of
does not necessarily lead to a substantial political violence to create the nec-
increase in CSC. Evidently, social net- essary conditions for bridging the
works are creating relational flows that gap between different agents. We
would have been inconceivable only a assume that bonding through social
few years ago and constitute an essen- entrepreneurship in the university-
tial phase of recombination and intersec- company- public institution triad
tions (Johansson 2004) for innovation. is now bearing its first fruits. In
However, after a first step of recombina- the past, the distances between the



e
lements of this triad were immense; lation and response mechanism. We begin
however, the collaborative work by quoting Azkarraga, who insists that
being conducted by the university is ‘[i]t clearly seems inconsistent to set up a
playing a leading role in strengthen- cooperative metropolis with a capitalist
ing this triad. periphery. (. . .) But the cooperative group
●● Bridging: one disturbing aspect does not yet have a model of internation-
of bridging is the style of social alisation of its own, a model that also in
entrepreneurship being promoted, one way or another internationalises the
which conflicts with the creation of cooperative idea.’ (Azkarraga 2007, p. 5)
CSC because it demands a profile The great challenge for social innovation
of ‘triumphalist talent’. This con- research lies in the formulae, methodolo-
flict is also paradoxical because it gies, case studies and lessons to be learned
is unrelated to the basic principles from the processes of internationalizing
of the Mondragón experience. We the cooperatives (see Figure 16.2) that cur-
encounter the risk of encouraging rently form the flagship of the Mondragón
the emergence of an individualistic experience. These cooperatives alone do
entrepreneurship with no bridging not create a competitive advantage for
and no CSC- uilding process.
b strategic positioning in global markets.
●● Linking: social networks are leading Considering this situation of maximum
us towards new ‘glocal’ scenarios global uncertainty, we must explore a new
in which social innovation seeks to concept of social entrepreneurship in dif-
deal with similar questions in geo- ferent emerging industries: entrepreneurs
graphically different points: ‘glocal’ with large glocal networks who are highly
means that the local and global are specialized and prepared to form or lead
interlinked. Thus, we are building culturally and thematically diverse teams.
arrangements in trans-ocal param-
l However, some questions remain unan-
eters in which the power of the local swered: what specific organizational/
territory acquires a new dimension cooperative form would provide cover-
on the global map. In other words, age, projection, autonomy and freedom
we are increasingly interested in of movement to these new social entrepre-
experimenting with local Auzolabs, neurs, individually, in teams or in glocal
which are inter-onnected to favor
c cells? Is it possible to speak of ‘intrapre-
trans-local learning. Linking has neurship’? Are the ‘driving’ cooperatives
prime importance in this dimension. willing to encourage social entrepreneurs to
Given that it is essential to recover join their structures? Does the Mondragón
CSC, social innovation must be experience currently allow these social
implemented today with strategies entrepreneurs to work towards the future
that include the glocal dimension of the Mondragón brand? Is there not a
(Calzada 2011a, p. 220). risk that their efforts will be dissipated into
small and unconnected initiatives? Is there
16.4.2 Glocalization, Social a way to maintain two speeds of develop-
Entrepreneurship and Cooperativism in ment (one traditional and mature and the
Mondragón other emerging but voluntary or idealist)?
Is it possible for these speeds to converge?
This section examines new paradoxes and Let us recall that the Mondragón expe-
problems that may serve to spark an articu- rience originated with a few social entre-


2

preneurs under the protection of the local entrepreneurially based ‘cooperativism’
community. They were small groups with should ignore the community or make
close social relations in this local commu- the individual the primary driving force
nity. The situation at that time was more behind all change (i.e. an anthropocentric
comfortable than the current situation and vision). In a social innovation approach,
was characterized by social, cultural, com- we employ a biocentric focus that involves
municative and psychological proximity. social entrepreneurship in a variety of
Today, in contrast, the Mondragón case cooperative roles.1
comprises 83,859 individuals in a coop- The real issue for the Mondragón expe-
erative group of more than 256 companies rience today is that no cooperative forms
with a high degree of complexity, social of society currently articulate the new
differentiation and organizational archi- creative ecosystem on a systematic basis.
tecture. There has been a move from a One of the great challenges for coopera-
geographical concentration to a clustered tive firms is to adopt this articulation as
relocation on a global scale. a prelude to being a true social innovator.
This new geography of clustered reloca-
tion affects the social networks (Cohen 16.4.3 Social Entrepreneurship vs. Public
2012) generated in the socio- business Sector? Noise and Silence
world: relationships between cooperative
workers, social entrepreneurs, researchers, A related matter – and without wishing
consultants, managers, teachers, and the to enter a slippery polemic but rather to
entire community network in which they examine the real situation directly – is
operate. The following essential questions the paradox of the current socioeconomic
must be answered: how will those social system. In the midst of a crisis and reces-
networks initially be created? How will sion, there is support for entrepreneurship,
they be consolidated to create new com- but which type of entrepreneurship is being
munitarian social capital? Could these net- discussed? Moreover, is entrepreneurship
works build a new cooperative horizon for the most important type of agency in the
social entrepreneurs based on cooperative current crisis? This tension is expressed
principles? in the contrast between the ‘noise’ gener-
Azkarraga identified a key challenge to ated by the frustration of the Spanish
these new social and spatial configurations 2011 protest movement, the ‘Indignados’
stating that: (Harvey 2012), and the silence on the part
of many agents in the system who have the
an ideological horizon was lacking that social responsibility both to survive the
would embrace the different self- anaging
m
social scenarios within an integrating frame-
recession and to take on a new approach
work. The cooperative valley has not been to social transformation. I am essentially
nourished by the necessary ideological, referring to the leaders of private finan-
symbolic and intellectual impetus. There cial institutions and the politicians who
has been no comprehensive project and no apply only partial measures in their areas
vision to mark this orientation since the
death of Arizmendiarrieta. This new vision
of influence, with the excuse that global
offers a real possibility of overcoming this issues are beyond their reach.
shortfall. (Azkarraga 2007, p. 6) When one considers the discourse of
entrepreneurship for the sake of entrepre-
Here, we can identify the first obstacle. neurship, there is a tendency to overlook
One cannot simply propose that a new the necessary public service reforms. The



Basque city region has an oversized public action shared by companies, universities
administration that is bureaucratized and and public administrations.
sometimes inefficient because of redun- However, this transition undoubtedly
dancy and overlap (Calzada 2011a, p. 265). requires five key changes: (a) the change
How can this problem be addressed? in the energy matrix and the transition
Social innovation strategies should towards a greater self- ufficiency; (b) busi-
s
encourage a spirit of social entrepreneur- ness reorientation towards the creation
ship within a wider dynamic of coop- of ‘green’ products; (c) job creation poli-
erativism. In this regard, companies and cies; (d) policies related to innovation,
public institutions must commit to the science and technology; and (e) a pro-
new dynamic biocentric approach based found cultural change in the cooperativ-
on the creative ecosystem. Furthermore, ist social body. The biocentric approach
a review of the forms and functions of will produce a new eco- socioeconomic
public service is imperative, both from paradigm in which social innovation is
the perspective of management and effi- the strategy and the city region is the ter-
ciency and in terms of citizen solidarity ritorial concept for the post-008 crisis
2
and democracy. scenario.
In summary, we aimed to propose from
a social innovation approach stepping
16.5 CONCLUSION stones, not only to allow the Mondragón
cooperative group to meet new challenges
Articulating the Mondragón experience but also to empower the hopeful reality of
with the territorial and community- ased
b the Basque country as it establishes itself
development of the Basque city region as a Basque city region.
involves a move from a technocentric and
anthropocentric approach to a biocentric
one. 16.6 QUESTIONS FOR
We must identify how to make the DISCUSSION
transition from an experiment in socio-
economics to one in eco-ocioeconomics.
s ●● How can we design more social
As noted above, this transition requires innovation projects, like IDeO and
the companies of the Mondragón group, LEINN, in which companies and
the University of Mondragón’s research universities develop a new biocen-
projects and students, and the Basque tric approach to cooperativism? In
country, as a networked territory known doing so, can we avoid the trium-
as the Basque city region, to consider this phalist and individualistic entrepre-
territory a primary asset. The ORONA neur’s ‘dangerous’ business style?
IdEO, Innovation City and LEINN pro- ●● Are these two projects the seeds with
jects are good examples of the practical which to plant local urban crea-
consequences of social innovation. New tive communities in the Basque city
green economy jobs, projects, companies region?
and public policies ought to be supported ●● What role could an academic per-
through the pollination and co-reation
c spective on territorial development
processes of the urban local creative eco- and social innovation (MacCallum
system. In the case of Mondragón, this et al. 2009) play in the future design
support should take the form of collective of services, and even products, in a


2

new eco- ocioeconomic paradigm in
s Amazing Power of Social Networks and How They
Mondragón? Shape Our Lives, London: HarperPress.
Cohen, N. (2012), You Can’t Read This Book:
●● How can the University of Censorship in an Age of Freedom, London: Fourth
Mondragón develop its sensitivity Estate Press.
to the value of territory and business Echeverría, J. and A. Gurrutxaga (2010), La luz
de la luciérnaga: Diálogos de Innovación Social,
design simultaneously? Donostia-San Sebastián: Edit. Ascide, pp. 121–123.
Elzo, J. and M. Silvestre (eds) (2010), Un individu-
alismo placentero y protegido: Cuarta Encuesta
Europea de Valores en su aplicación a España,
NOTE Bilbao, Universidad de Deusto.
Glaeser, E. (2011), Triumph of the City, Oxford &
1. In this context, we can revisit the University London: Pan Books.
of Mondragón’s new LEINN degree, to ask Harvey, D. (2012), Rebel Cities: From the Right to the
whether the pool of social entrepreneurs it is City to the Urban Revolution, London: Verso.
creating is consistent with the vision of the Hulgård, L. (ed.) (2006), Social Enterpreneurship and
Mondragón experience? How can we ensure a the Mobilization of Social Capital in European
truly reticular cooperative entrepreneurial busi- Social Enterprises: A Public- Third Sector
ness model? Partnership, London: Routledge.
Innerarity, D. and A. Gurratxaga (2009), ¿Cómo
es una sociedad innovadora? Bilbao: Innobasque-
Innovación Social.
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Full version Mondragon case from the Social Innovation International Handbook Edward Elgar Chapter 2.5 2 ISBN: 978 1 84980 998 6