CEO Michael Mendes has transformed a grower-owned cooperative into a publicly traded top marketer of snack foods. Diamond’s organization, culture, product development process, advertising and promotion strategy, and specifically its marketing department have been built ‘from the ground up’ to address fundamental changes in retail structure and consumer behavior. Can the Diamond model be successfully applied to other food categories?
This PowerPoint presentation is a case study that is part of Class 4 from the Course: Topics in Corporate Governance: Techniques of Equity Compensation. The case study discusses ATA Engineering, Inc., a leading independent company in modal and dynamic testing of aerospace structures in the U.S. Their mission statement is to be the leading provider … Read More
This course is designed to give students the capacity to understand and evaluate the various tools and techniques available under current law and practice for applying corporate equity as a compensation and motivation vehicle for employees.
The Beyster Fellowship Symposium brings together academic leaders and new scholars involved with evaluating broad-based employee ownership (EO) and entrepreneurism. The first symposium was held July 2009 in La Jolla, CA. Over 40 academics shared their research findings and participated in an MIT Enterprise Forum panel discussion, which was attended by more than 200 people. The following are videos of Symposium presentations highlighting multiple dimensions of the history, development, and process of employee ownership.
‘Making employee ownership work’ is a new guide from the Employee Ownership Association and co-ownership advisers the Baxi Partnership, based on a survey of 25 EOA member companies including John Lewis, Unipart, Arup and Mott MacDonald.
This paper addresses the issue of how gainsharing programs work by proposing a model of gainsharing as an organizational learning system.
This course provides an understanding of the human and organizational contexts in which the student will be working and the skills to put the scientific, technical and organizational knowledge learned to work in addressing the major challenges facing management and organizations today.
In March, 2007, Michael Foley, Chief Executive Officer of Reflexite Corporation, had to decide whether to proceed with a change in the company’s employee stock ownership plan. Foley, still in his first year as CEO, pondered the situation: the employees had spoken, but when the man who had built the company strongly objected, shouldn’t one listen?
The firm was meeting to grapple with a thorny issue—whether or not to expand their production capability and, if so, where. Early in its history, LightWorks had set up an employee stock ownership plan, or ESOP, under which employees gradually built up equity in the closely-held firm.
I view corporate governance as a process of designing and implementing various implicit and explicit contracts among capital providers, corporate managers, workers, and other important stakeholders. In my talk today, I will expand the scope of the typical shareholder value focus to consider the design and implementation of contracts with other stakeholders, particularly employees and organized labor.
Employee-owners exhibit such enthusiasm for their organization that they infect countless customers with similar satisfaction, loyalty, and dedication. Customer-owners are in turn so satisfied with their experience that they relate their stories to others, persuade them to try your product, and provide constructive criticism and new product ideas.
Samuel Zell’s acquisition of the Tribune Company in December 2007 using an S corporation employee stock ownership plan (S ESOP) brought S ESOPs to national attention.
While there have been many studies on whether such ownership improves firm outcomes, this one attempts a larger-scale replication, looking also at effects of worker participation in management-type decisions.
How employee share ownership plans affect employee compensation and shareholder value depends on the size.
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.
An Owner’s Guide to Business Succession Planning is a basic roadmap to assist owners of small and medium-sized business as they begin to plan for ownership and management succession. Inside you will find: A simple six-step process that will help business owners plan for succession. An overview of the more common strategies and tools from … Read More
At W.L. Gore, innovation is more than skin deep: The culture is as imaginative as the products.
This presentation outlines ways to measure success in an employee owned company, how to achieve positive results, and learn from the ‘best companies to work for.’
This presentation discusses the governance structure of employee-owned companies, including trustees, fiduciaries, administrators and plan participants…
This Powerpoint presentation provides an introduction to the topic of motivation in the workplace and discusses ways in which managers can encourage better performance by contributing to employee motivation.
Each of Namaste’s 27 co-owners receives the same compensation, has equal voice in decision-making, and is afforded the same opportunities to participate in company ownership, says Namaste president Blake Jones, who reluctantly adopted his title to give customers and the media a sense of company leadership.
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.
This report describes the results of the first phase of a research project on the reasons companies terminate employee stock ownership plans (ESOPs). It summarizes interviews with company leaders at former ESOP companies and suggests directions for the quantitative research planned for phase 2 of this project.
Dr. Beyster tells the story of SAIC, and offers valuable lessons to entrepreneurs and managers on how to build a company in which loyalty to values goes hand in hand with success.
If you’ve ever started or owned your own business, you know that great feeling of pride you have for your organization and its people and customers.