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Open Systems: Applying Diverse Employee Ownership Theories to Address Today’s Complex Challenges 

Foundation for Enterprise Development | December, 2011

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.  

Positioning and Marketing your Company – Internal and External Customers 

Sid Scott | October, 2011

This presentation and accompanying worksheet discuss ways to clarify and refine your company’s value proposition, for both employee owned and other firms. It outlines ways to position your brand both internally and externally, gives examples of existing company approaches, and focuses on customer collaboration, strategic growth, and customer development. 

Employee Ownership Australia and New Zealand 

Employee Ownership Australia and New Zealand | January, 2011

Employee Ownership Australia and New Zealand (EOA) was formed in July 2011 out of the Australian Employee Ownership Association (AEOA). EOA has the same principles as those shared of the AEOA’s founders. When AEOA was formed by 20 companies in 1986 its principles were to be a member-focused, non-profit association. Its purpose was to assist members with their employee ownership (or co-ownership) plan, employee engagement and involvement and employee participation levels

University of Oxford’s Centre for Mutual and Co-owned Business 

Centre for Mutual and Co-owned Business | January, 2011

The principal activities of the Centre for Mutual and Employee-owned Business are research and professional development. Short courses and educational programmes focus on the business needs of the mutual and co-owned business sectors. The Centre offers a gateway for the mutual and co-owned business sectors to seminars, guest lectures, and other activities. Networking and partnering within and beyond Oxford, including international academic exchanges, allow the Centre to draw on the best work globally to inform our research, and to communicate our research to users.  

ESOP: Everything You Need to Know About ESOPs (Part I and II) 

Ronald J. Gilbert | January 2011

Ronald J. Gilbert, President of ESOP Services, Inc,. discusses the leveraged Employee Stock Ownership Plan (ESOP), highlighting the mechanics, advantages, and financing sources. ESOP Services, Inc.’s professionals are experienced in preliminary analysis, plan and financial transaction design, implementation, financing, ESOP termination and litigation support. 

Science Applications International Corporation (SAIC) (A, B) 

Moses Lee, William Hall | January, 2011

At the start, Dr. Beyster made the decision that SAIC would be employee owned and that ownership would be based on merit and contribution to the company, not tenure. Using employee ownership as a selling point to prospective hires, Dr. Beyster was able to recruit talented employees and build a successful organizational culture. However, changes made after Dr. Beyster stepped down would have implications for SAIC’s company culture…  

More than Merely Sustainable 

Anthony Mathews | December, 2010

The sustainability debate continues in the employee-ownership community. The fear that employee-owned companies will not be strong enough to survive without significant outside capital, which will end their employee ownership, is still very widespread… 

Employee-owned Company Marks 100-year Milestone 

Cathryn Atkinson | July, 2010

The way the McElhanney Group is organized has helped foster a positive, profitable culture. Forty per cent of the key staff, around 320 staff members, own 100 per cent of the shares. Mr. Newcomb says this drives the success of the company collectively. 

Namaste Solar

Anne T. Lawrence, Anthony Mathews | June, 2010

Should a fast-growing, employee-owned solar electric company accept a buyout offer from a private equity investor? Could it do so without sacrificing its distinctive, high-involvement culture? Namaste Solar, a 55-person firm based in Boulder, Colorado, designed and installed solar electric systems for residential, commercial, non-profit and government customers. In 2008, the company had been growing … Read More

Challenges of Growth at Protegra 

Bob Travica | April, 2010

Protegra is a small company established in 1998 in Winnipeg, Manitoba. The company specializes in the area of computer software development and business performance consulting. Protegra features a unique organizational design, characterized by a lack of hierarchy and a collegial, professional culture centred on employee and customer values. Various information systems support Protegra’s design. In the process of expanding into foreign markets and enlarging staff, Protegra has been concerned with preserving its way.  

CHART Rehabilitation of Hawaii 

Ozge Tekin, Shirley J. Daniel | March, 2010

Frieda Takaki took a deep breath, filling her senses. She was about to make a very difficult decision. She took off her shoes, placed them next to her desk and started pacing her office barefoot as she was thinking aloud. “I can’t let this business close down,” she whispered. “I have to do something about it.” The answer was now abundantly clear: why wouldn’t the employees buy the business from the owners? 

Maui Divers of Hawaii 

Ozge Tekin, Shirley J. Daniel | March, 2010

Maui Divers established its employee ownership plan in 1997. Maui Divers store managers/employee owners embrace the business as their own. Although the final decision belongs to the company management team, store managers excel in increasing sales and they continuously come up with business plans in order to make the business better.  

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