Abstract
This article traces the efforts of India's largest private retailer of craft—Fabindia—to realize its vision of “inclusive capitalism” by creating a network of “community‐owned companies” in which artisan‐suppliers own shares. The contradictions and tensions inherent to this corporate project offer a critical vantage from which to examine processes of economic and political change both in India and globally. This ethnography reveals how the proposal to replace the traditional middleperson with a corporate body introduced new complications and conflicting interests throughout the supply chain. The competing efforts to determine the terms and nature of the relationships between supplier‐shareholders, the community‐owned companies, and Fabindia illuminate the on‐the‐ground negotiation of corporate social responsibility.
Published Version
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