Employee Ownership and Corporate Governance in Post-Privatization Russia
This paper brings into focus the impact of employee buyouts on corporate governance in transition ten years after the large-scale privatization took place in Russia.
Shared Capitalism at Work: Introduction
Almost half of American private-sector employees participate in shared capitalism — employment relations where the pay or wealth of workers is directly tied to workplace or firm performance.
Implications of the LaRue Decision for ESOPs
The large majority of ESOPs are funded by the company with no individual choices or directions, so losses to one participant’s account are likely to be mirrored in accounts of other participants.
Who Has a Better Idea? Innovation, Shared Capitalism, and Human Resources Policies
This paper investigates the relationship of ‘shared capitalist’ compensation systems—profit/gain sharing, employee ownership, and stock options—to the culture for innovation and employees’ ability and willingness to engage in innovative activity.
Shared Capitalism at Work: Employee Ownership, Profit and Gain Sharing, and Broad-Based Stock Options
This collection of papers provides background on a number of employee ownership issues.
Beyster: SAIC Solution
Bob Beyster, the founder of Science Applications International Corporation, recalls the early days of this Fortune 300 company and recounts highlights from his new book, ‘The SAIC Solution.’
Creating the Ownership Edge at Your ESOP Company
Our experience and research over the 30 years that employee ownership has shown two distinctive realities: first, overall, employee ownership gives companies a performance advantage—”the ownership edge.” Second, there is no ready-to-use process to guarantee that a company will achieve the ownership edge. There are, however, six clusters of practices that appear again and again in successful ownership companies. This article describes these six components of ownership management and illustrates the myriad ways in which companies implement them.
CoCo Companies: Work, Happiness and Employee Ownership
Successful enterprises are ones in which employees are active “co-creators” of value, rather than passive followers. But there are no MBA-taught wheezes which can boost an individual’s interest in the overall success of an organisation.
Effects of ESOP Adoption and Employee Ownership: Thirty Years of Research and Experience
In the mid-1970s employee ownership was a fringe phenomenon in the US. Today more than one in six US private sector employees now own shares in their company, and more than one in 12 US private sector employees now participate in an Employee Stock Ownership Plan.
Employee Financial Participation in the New Member States
This report looks at the current situation in relation to employee financial participation (EFP) and its recent developments in the new Member States (NMS) of the EU: Bulgaria, Cyprus, the Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Romania, Slovakia and Slovenia.
ESOP Strength in Minnesota
Why ESOPs work well for Minnesota companies. The state of Minnesota claims more ESOPs per capita than any other state.
Wages, Employment, and Capital in Capitalist and Worker-Owned Firms
The authors investigate how worker-owned and capitalist enterprises differ with respect to wages, employment, and capital in Italy, the market economy with the greatest incidence of worker-owned and worker-managed firms.
Employee Ownership Measures Up: A Discussion Guide for Corporate Citizenship, Sustainability and Social Accounting
Every employee owner worries about the bottom line. But, successful employee owners look beyond the here and now.
Every Employee an Owner. Really.
Study after study proves that broad-based ownership, when done right, leads to higher productivity, lower workforce turnover, better recruits, and bigger profits. ‘Done right’ is the key.
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.
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.
Productivity in Cooperatives and Worker-owned Enterprises: Ownership and Participation Make a Difference!
The survival rate of worker cooperatives and employee-owned firms in market economics appears to equal or surpass that of conventional firms. But they typically return a different combination of economic benefits to their member-owners than do conventional firms…
Ottawa Devices, Inc. (B)
The Rollins family assembly was meeting to choose between several business strategies, including an employee stock ownership plan.
Democratic Capitalism: The Way to a World of Peace and Plenty
Democratic Capitalism combines the free-market energies of competition and private property with the enormous productivity and innovation released in an environment of trust and cooperation. Ray Carey presents the theory and practice of democratic capitalism by coupling his experience with a synthesis of the thought of Adam Smith, Karl Marx, and John Stuart Mill.
High Involvement Work Systems and Political Efficacy: A Tale of Two Departments
Carole Pateman argues that democratic participation in the workplace can increase workers’ feelings of political efficacy and political participation. We explore this issue by looking at the implementation of a high involvement work system (HIWS), using both cross-sectional and longitudinal comparisons.
Labor Markets and Firm Benefit Policies in Japan and the United States
This paper presents finding from our most recent research on the transformation of participatory employment practices of Japanese firms in the 1990s, during which the Japanese economy slowed down considerably. The operation appears to be of particular public policy interest for many countries considering participatory employment practices as a way to improve their productivity performance and thus competitiveness.
In the Company of Owners: The Truth About Stock Options and Why Every Employee Should Have Them
The string of business scandals that recently engulfed America painted a picture of corporate chieftains lining their pockets by cutting corners, cooking the books, and duping gullible investors. In doing so, greedy CEOs have hijacked what could be one of the most important business innovations in decades: stock options for all employees.
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.
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.
Public Companies with Broad-Based Stock Options: Corporate Performance from 1992-1997
This report compares the performance of corporations that offer their employees broad-based stock option plans to those that do not offer their employees broad-based stock option plans.