After completing the course, students will have an understanding of the philosophical and theoretical bases for broadening access to capital among wider ranges of the population as a way of strengthening the capitalist model.
Equal Exchange is a cooperative organization that taps into the full capacities of everyone involved in a socially responsible way. This article describes how it has used the wisdom of its multiple stakeholders to create a collaborative community, to be profitable, and to have significant positive impact on people’s lives and the environment in approximately 20 countries.
Ten top tips for getting the most value from a 360-degree leadership assessment.
This note discusses the complex topic of motivation, including the issue of contingent compensation…
This case study describes Huawei, a Chinese telecommunications equipment company, which heavily utilizes ESOP ownership, and applies Huawei’s results to describe ESOPs as a powerful tool for achieving corporate efficiency and growth.
Why is Southwest so uniquely able to succeed where others can’t? The thing that makes Southwest employees a powerful force for success is that they are autonomous workers working toward a common goal…
Cecil Ursprung, the former CEO of Reflexite Corporation, once described his ideal organizational culture as being a permanent ‘state of mild dissatisfaction.’ You may not agree with the word ‘dissatisfaction,’ but I expect you would agree that innovation flourishes when employee owners are constantly seeking ways to improve the company and that happens when employees are not satisfied with the status quo. Creative energy flows when people refuse to walk away from situations that are ‘good enough.”
Communication benefits the employee-ownership plan of a company in many ways. A well-communicated plan and a well-planned communication campaign are much more likely to accomplish your objectives…
The California Center for Employee Ownership provides information and resources to promote a better understanding of employee ownership in California.
Roy Weber met Cheng Wang, a business consultant and Chinese entrepreneur, at Cheng’s hotel bar in Silicon Valley. Although Roy was slightly familiar with Chinese business practices, he welcomed more advice from a Chinese national. Could Roy transplant Silicon Valley’s model of employee ownership to China, and what would this process entail for a technology startup?
The ideas of employee ownership and various forms of profit sharing in corporations have been around for a long time. The shorthand proposition under study is this: If employees observe that they have a meaningful stake in the fortunes of the enterprise, they create value. More specifically, if they have a financial and emotional stake in the performance of the venture, then as individuals and as a workplace community they will raise the level of their performance and productivity.
This book describes the full spectrum of equity compensation plans (such as stock options, stock purchase plans, stock grants, restricted stock, phantom stock, and stock appreciation rights) available to private and public companies as well as LLCs. Unlike most books on equity compensation, it focuses on helping decision-makers decide what kinds of equity to choose, and who should get how much and when.
While the U.S. manufacturing sector has shrunk over the past 30 years, the fully worker-owned Isthmus Engineering & Manufacturing (IEM) cooperative has thrived in the automated manufacturing industry.
n-Link Founder Sandra Green explains that in the early days she wasn’t exactly certain what employee ownership entailed but knew intrinsically that it was a good thing for the company and the employees.
What do veteran ESOP companies have much to teach us about what it takes to sustain employee ownership over the long term?
Beyster Institute Senior Consultant Martin Staubus is teaching a course entitled ‘Management 269: Creating a High-Performing Workplace.’ In this interview, Professor Staubus describes the course’s five themes.
Increasing numbers of businesses view their employees not as a mere cost but as invaluable contributors for business success. These firms are implementing strategies to fully engage employees at all levels. The Employees Matter report identifies sixteen fast growing entrepreneurial firms that employ employee ownership and engagement strategies which they perceive as directly linked with improved business performance. Eight other notable companies with key lessons to share are included as sidebar profiles.
This paper analyzes a survey of employees from multiple companies to assess the extent to which employees are ignorant about company, group, and individual-based incentive pay plans and ESOPs.
This paper analyzes social stratification in patterns of access to shared capitalism programs, the value of shared capitalist plan assets, and access to workplace power and authority in a sample of over 40,000 employees in 14 companies with various forms of shared capitalism in the United States.
This paper examines the effect of a variety of employee stock ownership programs – including ESOPs and broad based stock options – on employees’ holdings of their employers’ stock, their earnings and their wealth.
Between one-third and one-half of employees participate directly in company performance through profit sharing, gain sharing, employee ownership, or stock options.
Group incentive systems have to overcome the free rider or 1/N problem, which gives workers an incentive to shirk, if they are to succeed.
This paper addresses whether the risk in shared capitalism makes it unwise for most workers or whether the risk can be managed to limit much of the loss of utility from holding the extra risk.
In the 1990s an increasing proportion of US firms moved toward compensation systems that made part of pay depend on the economic performance of work-groups or the firm.
This paper uses nationally representative linked workplace-employee data from the British 2004 Workplace Employment Relations Survey to examine the operation of shared capitalist forms of pay—profit-sharing and group pay for performance, employee share ownership, and stock options—and their link to productivity.