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Results for: Stakeholder Relationships | Showing Results: 1 to 25 | Total Results: 62 | Sort By: Alphabetical Publication Date

Distressed ESOP Sales Presentation for Sellers 

Developed in 1989, these slides are placed on CLEO for researchers to use to ascertain some of the perceived motivations behind the types of transactions that were being discussed and closed during this period of ESOP history when many of the big, union-oriented ESOPs were being formed.  
Author: Hoffmire, John
Pub. Date:

Five Myths of Employee Ownership 

This presentation discusses five myths surrounding employee ownership... 
Author: Hoffmire, John
Pub. Date:

Employee Ownership, Work Attitudes, and Power Relationships 

Relationships of employee equity in the company with work attitudes, information, and desired influence were examined in a prosperous firm converted to employee ownership by its management. 
Author: French, J. Lawrence; Rosenstein, Joseph
Pub. Date: 1984-01-01

Colt Industries 

Colt Industries is a conglomerate that is considering undertaking a leveraged recapitalization. 
Author: Stein, Jeremy C.
Pub. Date: 1988-08-03

The Great Game of Business 

This book that has, since 1992, become the primer for open-book management, a new method based on the concept of democracy, the spirit of sports, and the reality of numbers. 
Author: Stack, Jack; Burlingham, Bo
Pub. Date: 1994-10-01

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

United Airlines: Employee Buyout 

This case focuses on a large-scale corporate restructuring that involves changes to United Airlines' (UAL) operating strategy and financing. Through a recapitalization of the company, UAL's pilots, machinists, and salaried workers become majority shareholders of the firm. 
Author: Chaplinsky, Susan J.
Pub. Date: 1998-01-01

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

United Airlines 

In 1994 United Airlines became the largest employee majority-owned enterprise in the United States, with various groups of employees – most represented by unions – having purchased 55% of its stock in exchange for various concessions. The employees accepted pay cuts and made other concessions, but were also granted representation on the company's board of directors...[newline] 
Author: Kochan, Thomas A.
Pub. Date: 1999-01-01

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

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

Worker Capitalists? Giving Employees an Ownership Stake

This article analyzes the emergent role of employees as a key shareholder group. The authors discusses four major drivers of the trend: tax incentives, decreased vulnerability to takeover, human resources management, and employee motivation. 
Author: Blair, Margaret; Kruse, Douglas L.
Pub. Date: 1999-09-01

Employee Ownership: An Unstable Form or a Stabilizing Force? 

In this paper, we take on a seemingly very simple set of empirical questions that we hope will shed light on whether employee ownership of firms 'works'... 
Author: Blair, Margaret; Kruse, Douglas; Blasi, Joseph
Pub. Date: 2000-01-01

The Effect of ESOP Adoptions on Corporate Performance: Are there Really Performance Changes? 

Employee Stock Ownership Programs (ESOPS) have long been promoted as a motivational tool: employees become profit-minded owners. Latterly, however, more ESOPs are being used as part of a takeover defense: here, the ESOPs main purpose is to put more company stock in friendly hands - the employees - who, like existing management, could suffer layoffs, ect. in a hostile takeover. 
Author: Pugh, William N.; Oswald, Sharon L.; Jahera, John S., Jr.
Pub. Date: 2000-01-01

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

Nucor Corporation (A, B) 

This case examines several strategies advocated by various actors in the Nucor Corporation, a major producer of steel. 
Author: Govindarajan, Vijay
Pub. Date: 2001-01-01

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

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

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

Groundings of Voice in Employee Rights 

The author considers the idea that employee ownership of the organizations they work in can influence the dynamics of 'sustainable peace.' 
Author: Muir, Dana
Pub. Date: 2003-01-01

Strategic Stakeholder Perspective to ESOP Negotiations: The Case of United Airlines 

Employee stock ownership programs (ESOP) may become a source of competitive advantage but a threat to a firm’s survival as well. Strategic stakeholder negotiation, on the other hand, is a process through which an organization negotiates with multiple stakeholders in order to achieve a strategic goal. Such perspective helps to illustrate the importance of understanding, balancing, and managing stakeholder demands in ESOP-related negotiations. The airline industry provides an interesting arena in which to study this process. 
Author: Lamberg, Juha-Antti; Savage, Grant T.; Pajunen, Kalle
Pub. Date: 2003-01-01

Shareholder Value and Employee Interests: Intersections Between Corporate Governance, Corporate Law and Labour Law

It has been observed that corporate law and labour (or employment) law are in essence separate fields of legal scholarship and regulatory policy. This separation does not mean that there has been no interest by company lawyers in labour law or vice versa; nor does it mean that the two fields do not have relevance to one another. Clearly both corporate law and labour law have provided certain fundamental starting points for analysis which have helped shape the regulatory scope of each other.  
Author: Mitchell, Richard; O'Donnell, Anthony; Ramsay, Ian
Pub. Date: 2005-01-01

The ABCs of ESOPs 

An increasing number of engineering firms are adopting ESOPs because of their many benefits. “We’re seeing a resurgence in them,” says Matheson, managing director of Matheson Financial Advisors in Falls Church, Va. “There’s a growing trend.” 
Author: Rome Levine, David
Pub. Date: 2005-03-01

Equity: Why Employee Ownership is Good for Business 

Today, more than 25 percent of American workers own stock in their employers. Now Corey Rosen, John Case, and Martin Staubus present convincing evidence that employee ownership can be much more than just a good benefit program. 
Author: Rosen, Corey; Case, John; Staubus, Martin
Pub. Date: 2005-05-30