Management style in kibbutz industries

Purpose: This paper aims to develop a managerial style typology relevant to kibbutz industry analysis and applicable to all cooperative organizations. Design/methodology/approach: This study applied qualitative methods to evaluate the organizational biographies of Factories five factories, using open interviews and document analysis. Findings: The findings show that before privatization took place, these industries were managed according to socialistic democratic principles. Once they became global and capitalistic, some kibbutz industries adopted a business cooperative style that combines features of capitalism and socialism, while others underwent a crisis and opted for a stricter and more bureaucratic managerial style. Research limitations/implications: This research is based on five case studies; further research is recommended to establish the current typology. Practical implications: This study shows very clearly that the cooperative business style can be offered for businesses previously operated according to socialistic principles. Originality/value: This study augments current literature by elucidating the speed with which business activity is conducted according to cooperative principles. It presents a typology relevant to kibbutz industry and cooperative organizations alike, addressing the cooperative managerial, cooperative business and bureaucratic styles, enabling maintenance of normative management that adapts itself to global and capitalistic environments.