The unique business innovation of cooperatives cannot be adequately explained in terms of economic considerations, or macro-structures such as corporate governance that differ from that of joint stock companies. Rather, this study attempts to examine it from the perspective of sociological considerations and micro-relationships, such as service dominant logic, regarding the relationships taking place in the field of business. Consumer co-ops have developed by learning from innovations in the private retail industry, and co-op businesses are not significantly different from those in the private retail industry. That is not the key difference or point of innovation. The key to innovation in consumer co-ops lies in the relationship between members and co-op staff. It is a fact that, in the increasingly large scale of consumer co-ops, members are becoming customers, and the relationship is becoming homogeneous with the relationship between private companies and their customers. In addition, only a very small number of members are actively involved as strong individuals. If none of the above is the case, what kind of functional-emotional relationship do most members have with their co-op staff? Conversely, how will co-op staff relate to their members as human beings, not just as customers? By focusing on these questions, we attempt to clarify the innovation, potential, and social significance of the co-op business.
In this study, the following specific cases will be studied. A case study in which delivery staffs in home-delivery business encourage members' voices to be heard, and promote individualized responses such as listening to members' impressions and dissatisfaction by observing their usage status and so on. This is an example of store staff remembering the faces and names of union members and talking to them, or conversely, staff disclosing themselves to the members. A case in which welfare services are operated in a way that respects users, where users themselves plan and carry out their own activities, rather than being restrained by schedules and events set by the business office. A case in which the members of the cooperative provide detailed daily support to the community based on mutual assistance. A case in which members invite their families and acquaintances to a free discussion forum on any topic. Cases in which integrated responses are promoted among multiple businesses, such as home delivery, storefront, mutual aid, and welfare services, with the members at the core. By analyzing these specific cases, we will phenomenologically interpret what kind of role recognition, understanding of the other party, and value co-creation that is generated by these cases.
Through the interpretation of these cases, we will show that unique business innovations, such as business management centered on listening to members' voices, restoration of humanity through self-disclosure, opportunities for discussion among members, and integration of multiple businesses to support individual members, have been developed in Japanese consumer coops.
This indicates that the future challenge is how to create consumer co-ops of care that can contribute to the wellbeing of people, organizations, and communities.
