This book draws on the National Center for Employee Ownership’s over 20 years of experience in the field, and, more importantly, the experience of the leading employee ownership companies.
This book takes a broad look at how to use incentives, ranging from stock options to cash bonuses to gainsharing, to motivate and reward employees in dynamic companies that seek to create a more productive ‘ownership’ culture.
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.
This case traces the origins of Starbucks and its rapid growth through joint partnerships and diversified products, and its rapid expansion of retail cafes. A profile of Starbuck’s financial contributions to community development and literacy projects, and its efforts to promote progressive workplace conditions is presented. Despite this, criticisms of pushing out local businesses, homogenization … Read More
Until recently, stock options were primarily reserved for senior executives and selected managers in most American corporations. In the last decade or so, however, stock options have become part of the compensation package for an increasing number of rank-and-file 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.
Southwest Airlines, consistently ranked as one of the top performing airlines in the business, began a profit-sharing plan in 1974.
In May 1995, about 19 months after emerging from the Chapter 11 bankruptcy it filed in 1993, Trans World Airlines issued a proxy statement to seek the consent of its shareholders and certain creditors for another debt restructuring plan.
Topics include: ownership and motivation, different ways to become an owner, and does ownership make a difference?
There are at least six reasons why we should be concerned with encouraging employee ownership at thesubnational level: at the level of the state, the province, the region, the municipality, or other subnationalgovernmental units or at the level of the industrial branch, cutting across governmental geographic units.
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…
The Ohio Employee Ownership Center (OEOC) is a non-profit, university-based program that provides outreach, information, and preliminary technical assistance to Ohio employees and business owners interested in exploring employee ownership.
This case examines several strategies advocated by various actors in the Nucor Corporation, a major producer of steel.
While the company has been extraordinarily innovative to date, Cisco Systems is far from complacent about being able to maintain its leadership position with respect to e-business practices.
The case suggests ways of compensating the advisory board and raises questions about whether there are new rules in the new economy about building professional networks, and when offers of equity constitute bribery and wrong doing.
Delphi not only makes catalytic converters; it has also converted itself. Its factory in Oak Creek, Wisconsin has become a fast, flexible, future-focused operation. The result is a new-economy factory in the heart of the old economy.
This analysis examines recent trends in stock ownership and explains the reasons for the dramatic increase in stock ownership among a broader and increasingly diverse number of Americans.
Dell Computer Corp. announced a share repurchase program shortly after a significant stock price drop.
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.
An equity research analyst is trying to decide how to analyze Silicon Graphics’ financial performance.
Teamwork—a sense of shared responsibility for success—percolates throughout Scot Forge, the largest open die shop in North America. That means hard work, the willingness to pitch in where help is needed and to build a non-traditional organizational culture…
A rapidly expanding entrepreneurial company, the Carris firm is—by its owner’s design—gradually becoming an employee-owned and-directed organization…
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’…
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.
Explores the raising of capital to finance the growth of a spinoff business from Corbin-Pacific, a leader in motorcycle accessories.