Tim Mazzarol
Australia's Leading CMEs in 2024
CEMI Discussion Paper Series DP 2401, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,819 active CMEs of which 80.6% were co-operatives, 15.8% mutual enterprises, 2% were friendly societies and 1.5% were member-owned superannuation funds. These firms had a combined active membership base of more than 34.8 million memberships1, managed over $164.3 billion in assets, and employed at least 89,046 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members.
Tim Mazzarol
Australia's Leading CMEs in 2023
CEMI Discussion Paper Series DP 2301, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,848 active CMEs of which 81% were co-operatives, 16% mutual enterprises, 2% were friendly societies and 1.5% were member-owned superannuation funds. These firms had a combined active membership base of more than 33.3 million memberships1, managed over $1,469 billion in assets, and employed at least 76,806 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members.
Tim Mazzarol
Australia's Leading CMEs in 2022
CEMI Discussion Paper Series DP 2201, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,832 active CMEs of which 80% were co-operatives, 16% mutual enterprises, 2.1% were friendly societies and 1.9% were member-owned superannuation funds. These firms had a combined active membership base of more than 31.7 million memberships1, generated over $202.9 billion in revenue, managed over $1,282 billion in assets, and employed at least 73,069 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers a case study of a selected CME to illustrate them.
Tim Mazzarol
Australia's Leading CMEs in 2021
CEMI Discussion Paper Series DP 2101, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 2,031 active CMEs of which 81.5% were co-operatives, 14.6% mutual enterprises, 2.1% were friendly societies and 1.8% were member-owned superannuation funds. These firms had a combined active membership base of more than 31.1 million memberships1, generated over $353 billion in revenue, managed over $1,108 billion in assets, and employed at least 69,350 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers a case study of a selected CME to illustrate them.
Tim Mazzarol
Australia's Leading CMEs in 2020
CEMI Discussion Paper Series DP 2001, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that maps the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 2,040 active CMEs of which 81% were co-operatives, 15% mutual enterprises, 2.1% were friendly societies and 2% were member-owned superannuation funds. These firms had a combined active membership base of more than 28.7 million memberships1, generated around $100 billion in revenue, managed over $1,067 billion in assets, and employed at least 69,839 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers a case study of a selected CME to illustrate them.
Tim Mazzarol
Australia's Leading CMEs in 2019
CEMI Discussion Paper Series DP 1901, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 2,032 active CMEs of which 82% were co-operatives, 14% mutual enterprises, 2.1% were friendly societies and 2% were member-owned superannuation funds. These firms had a combined active membership base of over 31.3 million memberships1, generated more than $104.4 billion in revenue, managed over $923.7 billion in assets, and employed at least 61,255 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers a case study of a selected CME to illustrate them.
Tim Mazzarol
Australia's Leading CMEs in 2018
CEMI Discussion Paper Series DP 1801, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,998 active CMEs of which 82.3% were co-operatives, 13.5% mutual enterprises, 2.2% were friendly societies and 2% were member-owned superannuation funds. These firms had a combined active membership base of over 29.5 million memberships, generated more than $102.7 billion in revenue, managed over $809.7 billion in assets, and employed at least 54,841 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers case studies of selected CMEs to illustrate these contributions.
Tim Mazzarol & Johannes Kresling
Australia's Leading CMEs in 2017
CEMI Discussion Paper Series DP 1701, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. The Australian CME Index (ACMEI) is a longitudinal study that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 2,134 active CMEs of which 82.5% were co-operatives, 13.2% mutual enterprises, 2.2% were friendly societies and 2% were member-owned superannuation funds. These firms had a combined active membership base of over 29 million memberships, generated more than $113 billion in revenue, managed over $722.2 billion in assets, and employed at least 52,322 people. They encompassed a wide range of industry sectors and provided significant economic and social benefits to their members. The report outlines these contributions and offers case studies of selected CMEs to illustrate these contributions.
Tim Mazzarol, Elena Mamouni Limnios, Geoffrey N. Soutar, & Johannes Kresling
Australia's Leading CMEs in 2016
CEMI Discussion Paper Series DP 1601, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia through the development of an Australian CME Index (ACMEI), that can provide a better understanding of these firms and their economic and social contribution to the national economy. This year the study found a total of 1,983 active CMEs of which 89% were co-operatives, 8.9% mutual enterprises and the remainder member-owned superannuation funds. These firms have combined active memberships of over 29 million, generate more than $132.9 billion in revenue and manage over $650.4 billion in assets. They encompass a wide range of industry sectors and provide significant economic and social benefits to their members. The report outlines these contributions and offers case studies of selected CMEs to illustrate these contributions.
Tim Mazzarol, Elena Mamouni Limnios, Geoffrey N. Soutar, & Johannes Kresling
Australia's Leading CMEs in 2015
CEMI Discussion Paper Series DP 1502, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study that aims to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. Its purpose is to provide a better understanding of these Australian Cooperative and Mutual businesses and their contribution to the national economy. Despite representing some of the largest businesses in their sectors and being found across a wide-range of industries the overall size, structure and contribution of the CME sector in Australia are relatively poorly understood. This is due to a paucity of reliable data, difficulties in definition and vagueness over which firms should be identified as CME. To address these issues the development of an Australian Co-operative and Mutual Enterprise Index (ACMEI) has commenced. This aims to provide data and analysis of the size and shape of the CME sector. In 2015 it has focused on the identification of the Top 100 Co-operative and Mutual enterprises in Australia to inform the peak body representing the sector, the Business Council of Co-operatives and Mutuals (BCCM).
Tim Mazzarol
Purpose, Identity and the Member Value Proposition in Co-operative and Mutual Enterprises
CEMI Discussion Paper Series DP 1501, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper examines the issues of purpose, identity and the development of member value within co-operative and mutual enterprises (CMEs). It aims to explain the nature and importance of “purpose” in CMEs and how this is communicated by such firms to their members. The paper finds that while the concept of purpose is still ill-defined and informally applied by most enterprises, it remains a key part of the way in which CMEs seek to differentiate themselves from other types of business. The paper also examines the nature of “identity” in CMEs and the important role that the co-operative principles and values play in defining these enterprises. The importance of social capital is also examined and the role it plays in the fostering of loyalty and commitment by members. The need for CMEs to develop a clear understanding of their “purpose” and “identity” and communicate this to members is highlighted. This is particularly important for CMEs that have highly diverse membership communities, or where the “generic problems” poses a major risk to the enterprise over the longer term. Recommendations for future research and practice are outlined.
Tim Mazzarol, Elena Mamouni Limnios, Geoffrey N. Soutar, & Johannes Kresling
Australia's Leading CMEs in 2014
CEMI Discussion Paper Series DP 1403, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper reports on a research study designed to map the size and structure of the Co-operative and Mutual enterprise (CME) sector in Australia. Its purpose is to provide a better understanding of these Australian Co-operative and Mutual businesses and their contribution to the national economy. Despite representing some of the largest businesses in their sectors and being found across a wide-range of industries the overall size, structure and contribution of the CME sector in Australia are relatively poorly understood. This is due to a paucity of reliable data, difficulties in definition and vagueness over which firms should be identified as CME. To address these issues the development of an Australian Co-operative and Mutual Business Index (ACMI) has commenced. This aims to provide data and analysis of the size and shape of the CME sector. In 2014 it has focused on the identification of the Top 100 Co-operative and Mutual enterprises in Australia to inform the peak body representing the sector, the Business Council of Co-operatives and Mutuals (BCCM).
Elena Mamouni Limnios, John Watson, Tim Mazzarol, & Geoffrey N. Soutar
Co-operative Capital Units as a Solution to Co-operative Financing
CEMI Discussion Paper Series DP 1201, Centre for Entrepreneurial Management and innovation www.cemi.com.au
A major issue for many co-operative enterprises is the ability to raise capital to fund growth. Considerable attention has been given to facilitating access to non-member capital sources and managing and accommodating such financing. This paper examines the merits of a new financial instrument known as the Co-operative Capital Unit (CCU), introduced in Australia to increase the co-operative sector’s flexibility in raising capital. Using a Delphi Panel approach the likely attractiveness of alternative CCU structures in terms of ownership rights, profit distribution, market facilitation and governance options were examined. We conclude that a CCU is likely to be of most value as an equity (rather than debt) instrument and propose CCU taxonomy depending on co-op ownership rights. We further propose an equity capital structure for a newly funded co-op to illustrate how CCUs could best be used to address some of the generic challenges facing co-ops.
Tim Mazzarol, Richard Simmons, & Elena Mamouni Limnios
A Conceptual Framework for Research into Co-operative Enterprise
CEMI Discussion Paper Series DP 1102, Centre for Entrepreneurial Management and innovation www.cemi.com.au
This paper outlines a conceptual framework for approaching research into the co-operative enterprise business model and its sustainability. The model examines the co-op from three perspectives, that of the member, that of the co-op as a business entity, and the wider systems level. Key units of analysis for each level are outlined. Also considered within the model are three primary objectives for the co-op: i) the need to build identity; ii) the need to build social capital and iii) the need to build sustainability. The application of resilience architecture to help understand the dynamic behaviour of the co-operative enterprise over time is also discussed.
Tim Mazzarol
Co-operative Enterprise: A Discussion Paper & Literature Review
UWA Business School, University of Western Australia, Crawley WA
The aim of this is discussion paper is to provide a framework for the development of academic study into the field of the cooperative business model. In doing so, it also seeks to stimulate debate within academic circles, the cooperatives movement, and the wider community over the future of the cooperative as a legitimate business model. The study was funded by Co-operatives WA to address six areas of analysis: 1. The validity of the cooperative business model in the 21st Century; 2. Member value creation and recognition within the cooperative; 3. Supply chain management and strategic networking within cooperatives; 4. Cooperative leadership and corporate governance; 5. The cooperative as a mechanism for regional economic development; and 6. The financial structure and funding of the cooperative business model. Each of these six units of analysis has a set of specific research questions which this discussion paper will attempt to address. However, the purpose of this initial study is not to answer all questions in a comprehensive manner, but to identify the current state of knowledge relating to these issues, and to provide recommendations for future research.