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Results for: Organizational Behavior | Showing Results: 1 to 25 | Total Results: 60 | Sort By: Alphabetical Publication Date

Howard Schultz (A, B) 

In the late 1980s Howard Schultz led the Starbucks Coffee Co. to explosive growth, transforming a small whole-bean coffee company into a national retail power. Starbucks success hinged on its reputation for quality and personal service... 
Author: Pearce, Nicole; Meyer, Kathleen A.
Pub. Date: 1994-01-01

Employee Ownership as Catalyst of Organizational Change 

This article identifies several key factors as mediating links between employee ownership plans and organizational effectiveness: the initiator’s purpose of the employee ownership plan; perceptions of ownership; level of participative decision-making systems; and organizational culture.  
Author: Bartkus, Barbara R.
Pub. Date: 1997-04-01

Corporate New Ventures at Procter & Gamble 

Procter & Gamble's top executives form a small, autonomous, cross-functional Corporate New Ventures team led by a young former brand manager. The team invents a systematic approach to gathering information and producing creative ideas for radically new product categories. 
Author: Amabile, Teresa M.; Whitney, Dean
Pub. Date: 1997-06-20

Carris Corporation: Incentive Plan Program 

For several years, William H. (Bill) Carris (President and CEO) looked for ways to bring employees into the business. From the beginning Michael (Mike) Curran (Vice-President and COO) had been not in favor of implementing short-term incentives at that time. But having worked with Bill for 20 years, Mike knew when Bill’s mind was set on proceeding... 
Author: Betit, Cecile G.; Rao, Jay
Pub. Date: 1998-01-01

Cisco Systems 

Cisco Systems, specializing in network systems that link computers and provide Internet communications, was founded in 1990. Employee compensation is closely tied to company and individual performance through stock ownership and profit-sharing, and performance is focused on customer satisfaction.
Author: Kochan, Thomas A.
Pub. Date: 1999-01-01

Cooperative Firms in Theory and Practice 

Cooperatives are not, as everyone at this conference knows, just a peripheral or incidental or anachronistic or culturally limited form of organization. Rather, they are big business of a distinctly modern type. 
Author: Hansmann, Henry
Pub. Date: 1999-01-01

Lucent Technologies 

Lucent was created in 1994 as part of AT&T's tri-vestiture. This case focuses on the dilemma faced by a new company that inherited a labor-management consultation structure developed by AT&T, a structure that has broken down in many respects, and that does not seem adequate to the challenges of the new company in a new and highly competitive market... 
Author: Kochan, Thomas A.
Pub. Date: 1999-05-01

Carris Companies’ Long and Winding Road to Employee Ownership and Values Based Governance 

A rapidly expanding entrepreneurial company, the Carris firm is—by its owner's design—gradually becoming an employee-owned and-directed organization... 
Author: Betit, Cecile G.
Pub. Date: 2000-01-01

Microsoft's Vega Project: Developing People and Products 

This case describes Microsoft's human resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. Discusses employee development, motivation, and retention efforts in one of Microsoft's product groups. 
Author: Bartlett, Christopher A.
Pub. Date: 2000-03-27

Employee Governance 

This paper reviews the conflicts of interests introduced by employee participation in the governance of a firm and how these can be constructively resolved by introducing a division of power between investors and employees and/or between management and workers. 
Author: Turnbull, Shann
Pub. Date: 2000-10-20

Carris Companies Experience: Corporate Values in Practice 

Organizational leadership sets the standard for ethical conduct in the workplace. Christianity's “Golden Rule” was used by William H. (Bill) Carris, owner of the Carris Financial Corporation (CFC), as the central ethical principle in his Long Term Plan (UP), describing the transition to 100% employee-ownership and governance... 
Author: Betit, Cecile G.
Pub. Date: 2001-01-01

Sportasia LTD. 

Evident in the case are important themes such as the transformational leadership of its senior management, the effective use of human resource strategies to control organisational growth, and the adoption of values similar to Charles Handy's 'Citizen Corporation'. 
Author: Coad, Alan
Pub. Date: 2002-01-01

The Carris Companies: Making 100% Employee Governance the Practice—Shifting Stakeholder and Citizen Rights and Responsibilities to the Employees 

Following a brief description of the methodology employed within this chapter, background information is provided on the Carris Companies. Changing stakeholder relationships highlighted in the segment on employee ownership provide a foundation for understanding the transitional process within the Carris Companies and, specifically, the practice of governance.  
Author: Betit, Cecile G.
Pub. Date: 2002-01-01

Worker Participation: Lessons from the Workers Co-Ops of the Pacific Northwest 

The purpose of this book is to consider some consequences of worker participation in production and to provide an accessible economics perspective on two groups of worker co-ops in the Pacific Northwest: the plywood co-ops and the forestry worker co-ops. 
Author: Pencavel, John
Pub. Date: 2002-02-01

Carris Companies' Practice of Employee Governance 

Distinguishing the Carris Companies’ transition to 100% employee ownership was its more unusual movement towards 100% employee governance. This paper examines the Carris Companies’ practice of governance and the process used to prepare stakeholder citizens for their changing roles and relationships. 
Author: Betit, Cecile G.
Pub. Date: 2002-06-01

Working Toward Transparency and Accountability: Carris Companies Governance 

This conceptual paper based on a case examines some of the devastating impacts of the recent spate of corporate wrongdoing, noting the widespread interconnectivity and interrelationships these demonstrate; revisits the roots of capitalism and the underpinnings of corporate citizenship; and explores the efforts of the Carris Companies as they implemented their plan for 100% employee ownership and governance, working toward full transparency and accountability in their decision-making. 
Author: Betit, Cecile G.
Pub. Date: 2002-10-01

The Strategic Use of Individual Employment Agreements: Three Case Studies 

In light of varying outlooks on the process of individualisation in the hitherto collectively regulated industries, it was thought worthwhile revisiting the three disputes (those involving CRA Weipa, BHP, and the Commonwealth Bank) and thoroughly documenting them with a view to discovering what light they shed on the objectives of the individualisation process. 
Author: Fetter, Joel
Pub. Date: 2002-12-01

Governing the Firm: Workers' Control in Theory and Practice  

Many explanations for the rarity of workers' control have been offered, but there have been few attempts to assess these hypotheses in a systematic way. This book draws upon economic theory, statistical evidence, and case studies to frame an explanation. 
Author: Dow, Gregory K.
Pub. Date: 2003-02-17

The United Airline Bankruptcy and the Future of Employee Ownership  

UAL suffered from particular design flaws in its stock ownership plan and, more seriously, the absence of complementary institutions focused on the distinctive problems of employee-owned firms.  
Author: Gordon, Jeffrey N.
Pub. Date: 2003-10-01

Employee Governance and the Ownership of the Firm 

By law, shareholders have an exclusive right to make certain corporate decisions, and this arrangement is generally justified by the shareholder’s role as the owner of the firm. However, many thoughtful observers hold that such a privileged position for shareholders is morally objectionable, in part because it neglects the important role played by employees. 
Author: Boatright, John R.
Pub. Date: 2004-01-01

Conscious Growth: Why South Mountain Co. Pursues Deliberate Rather Than Maximum Growth 

Is it true that small businesses are just big businesses that haven’t succeeded yet? John Abrams' company pursues conscious growth not maximum growth. 
Author: Abrams, John
Pub. Date: 2004-06-01

The Ultimate Employee Buy-in 

Sell the company to your employees? It's a great idea--both for you and for the business you're leaving behind. 
Author: Case, John
Pub. Date: 2005-12-01

Employee Share Ownership Schemes: Two Case Studies 

This study seeks to open up an examination of the reasons for implementing an ESO scheme at the enterprise level in Australia, through two interview-based case studies conducted at National Australia Bank Ltd and Palm Springs Ltd. 
Author: Barnes, Andrew; Josev, Tanya; Lenne, Jarrod; Marshall, Shelley; Mitchell, Richard; Ramsay, Ian; Rider, Cameron
Pub. Date: 2006-03-01

The Ownership Edge: How Employee Ownership Can Make Good Companies Great 

At this point, a lot of people are excited and ready to go. But others are skeptical that this is all worthwhile. How do we know this really works? True, ask just about any manager whether it would be a good thing if employees would think and act like owners and they will, of course, say yes. But just what do the cold, hard facts tell us about ownership management? 
Author: Rosen, Corey; Rodgers, Loren
Pub. Date: 2007-01-01

A Positive Movement Forward: Carris Companies Employee-Governance 

This chapter presents William (Bill) H. Carris's distinctive organizational design for a positive and practical model of 100% employee-governance in the movement toward 100% employee-ownership of the Carris Companies, a manufacturer of wood, plastic, and metal reels in six United States locations and one in Mexico... 
Author: Betit, Cecile G.
Pub. Date: 2007-01-01