From an ‘Experiment in Industrial Democracy’ to ‘Driving the Difference’: The John Lewis Partnership Co-ownership Model 1964-2014

John Lewis department stores and Waitrose supermarkets are household names in Britain, known not only for their retail quality and customer service but for their unique business model. The co-ownership model of the John Lewis Partnership (JLP) has long been recognised as the reason for the success of the business; as co-owners, Partners were empowered through the democratic institutions of the Partnership to have a say in the running of the business. The Partnership’s democracy, modelled on the government system of the United Kingdom, positioned Partners not only as co-owners but members akin to citizens of a nation state. The thesis argues that the positioning of Partners as both co-owners and citizens created tensions within the expanding Partnership. The Partnership model was contested throughout the twentieth century as the retail sector faced challenges and changes in consumption, culture, and politics. The business faced accusations of being old-fashioned and slow to change despite its lauded reputation as a reliable and trusted retailer. Challenges often put the business under strain, emphasizing tensions and exposing the underlying managerial control which raised questions about the extent of the sharing of power in the business. This thesis uses oral history interviews with retired Partners, business records and government papers to examine themes that highlighted tensions within the Partnership model and to explore the experience of individual Partners within the business. By examining leisure, trade unionism, disability and the impact of modernisation, this thesis demonstrates the strengths and limitations of the JLP model in the democratization of power and ownership.