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 Chatsworth Products, Inc. (CPI), a leading manufacturer of systems designed to organize, store and secure IT infrastructure equipment. This presentation and case study is part of the … Read More
Olivia Nash, an analyst at leading hedge fund BlueShark Capital Management, had just finished listening to the hour-long earnings call for Twitter’s Q4 2017 results. Was Twitter doing well? That depended on which numbers she chose to believe. According to Generally Accepted Accounting Principles (GAAP), Twitter had recorded a $108M net loss for 2017. But … Read More
This PowerPoint presentation is Class 4 from the Course: Topics in Corporate Governance: Techniques of Equity Compensation. The session explores two employee-owned business, ATA Engineering, Inc. and Chatsworth Products, Inc. Case Study #1: ATA Engineering, Inc. Case Study #2: Chatsworth Products, Inc. This presentation is part of the Teaching Module: Topics in Corporate Governance: Techniques … Read More
This report explores access to equity compensation and capital shares in the tech sector, which merits special attention for the following two reasons. First, the tech industry is heavily supported by the federal government. Second, outside industries often emulate the innovative culture and practices of the technology sector.
In this paper, we first examine whether Huawei has an advantage over ZTE following the strategic restructurings in 2011, and then retest the hypothesis on the positive effect of an ESOP on Huawei’s competitive position…
Profit-sharing plans are one way to address the global issues of income inequality and uneven wealth distribution while increasing employee engagement. One company, the Chinese telecom Huawei, has a successful employee stock ownership plan (ESOP) that demonstrates such incentives can be good for both employees and the business.
This book is a guide to implementing principles and practices developed and used by SAIC to drive exponential growth, global expansion, and diversification across science and technology customers and markets…
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?
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.
An overview of the Case of HCSS, also found in the CLEO database.
Heavy Construction Systems Specialists, Inc. [HCSS] designs and sells hi-tech software to the heavy/highway construction industry. The case describes a unique corporate culture that has made HCSS a business success in a highly competitive industry.
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.
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
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.
The recently announced alliance between technology giants General Electric and Google may provide the lobbying arsenal necessary for the U.S. to overhaul an outdated electric grid widely considered as a barricade to a low-carbon future.
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.
Unlike so many other chief executives, Cecil Ursprung will never be accused of losing sight of his shareholders. He sees them every day—in the parking lot, in the hallways, even on the factory floor.
This study examines the development of economic democracy in the United States since the 1700s with particular emphasis on the last 30 years. The particular focus is on employee ownership…
The footnote disclosure for eBay, Inc. in 2000 indicates that if the company had accounted for employee stock options under the fair value method, its reported profit of $48 million would have been a loss of $91 million.
Students prepare an analysis of Microsoft Corporation’s financial statements and footnotes to understand the impact of its use of stock options.
Level 3’s unique compensation plan rewarded managers for the firm’s performance only if the firm’s stock price movement exceeded that of the market. This design was intended to maximize shareholder value by tying managers’ performance more closely to that of the firm.
The “new economy” is another name for an old bag of tricks where promise and reality don’t match up. E-workers counting on valuable stock options, a revolutionized workplace, and premier wages and benefits have instead gotten mediocre wages, useless stock options, relentless production pressure, and maximum job insecurity.
While the company has been extraordinarily innovative to date, Cisco Systems is far from complacent about being able to maintain its leadership position with respect to e-business practices.
The case suggests ways of compensating the advisory board and raises questions about whether there are new rules in the new economy about building professional networks, and when offers of equity constitute bribery and wrong doing.