At W.L. Gore, innovation is more than skin deep: The culture is as imaginative as the products.
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.
This paper provides an overview of existing data on employee share ownership (ESO) in Australia. It is concerned with broad-based employee share ownership plans.
Here’s why Hy-Vee is successful as a chain and as a marketer of its private brands: Location, Ownership, Organization, Brands, Promotion and Customer Focus.
Lincoln Electric (LE) has been sharing leadership and ownership with its employees for over 80 years. It has also become the global market leader in electric arc welding equipment with multiple factories overseas. This case begins by discussing how this has been done. The issue under consideration is if LE should expand into India and … Read More
In the relationship between unions and employee share ownership, neither threatened the other, and their combination led to benefits for employees, particularly where unionized employees were majority owners.
This study seeks to open up an examination of the reasons for implementing an ESO scheme at the enterprise level in Australia, through two interview-based case studies conducted at National Australia Bank Ltd and Palm Springs Ltd.
That individuals work harder, better and with greater enthusiasm when they have a direct interest in the outcome is self-evident to most people. The obvious question is: Why aren’t large numbers of businesses organized on this principle? The answer is: In fact, thousands and thousands of them are.
Oswald Trippe & Co. will celebrate its 25th anniversary this year, but longevity isn’t what cofounder and chief executive officer Gary Trippe lists as his top accomplishment.
Sell the company to your employees? It’s a great idea–both for you and for the business you’re leaving behind.
Why is this employee benefit plan so popular in the engineering industry?
Growth rarely comes without growing pains, especially in the Darwinian world of retail. One of the major challenges for any successful business is managing growth by planning and executing effective strategies.
This paper surveys key issues and themes surrounding ESO schemes in Australia.
The Southwest Airlines Way examines how the company uses high-performance relationships to create enormous competitive advantage in motivation, teamwork, and coordination among employees.
An increasing number of engineering firms are adopting ESOPs because of their many benefits. “We’re seeing a resurgence in them,” says Matheson, managing director of Matheson Financial Advisors in Falls Church, Va. “There’s a growing trend.”
Using a leveraged ESOP to buy out a departing or retiring business owner is a strategy with considerable benefits for all involved.
The Rollins family assembly was meeting to choose between several business strategies, including an employee stock ownership plan.
Is it true that small businesses are just big businesses that haven’t succeeded yet? John Abrams’ company pursues conscious growth not maximum growth.
Can a support organization enhance the development and performance of an employee-owned sector in a market economy? That is the question this paper will address.
The strategy outlined by the authors hinges largely on opening up the books to all employees and keeping the staff posted on financial matters.
The growth of ESOPs over the past 25 years is part of a general growth in compensation arrangements linking worker pay to company performance, including profit sharing, gain-sharing, and broad-based stock options in addition to the various methods of employee ownership.
The idea of employee ownership has attracted support across the political spectrum, often being seen as a form of economic democracy that complements our political democracy. Along with these positive views, however, there have been many concerns expressed about employee ownership particularly that it can expose workers to excessive risk and may in some cases increase labor management conflict and lower economic performance.
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