This chapter presents William (Bill) H. Carris’s distinctive organizational design for a positive and practical model of 100% employee-governance in the movement toward 100% employee-ownership of the Carris Companies, a manufacturer of wood, plastic, and metal reels in six United States locations and one in Mexico…
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
Extending ownership to all employees, involving all in managing the business and tying the compensation to profits brought a renaissance to Alloy Engineering twenty years ago.
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.
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.
On September 30, the seven employees of Select Machine, in Brimfield, Ohio, began to purchase their company from the two retiring owners, Doug Beavers and Bill Sagaser, using an employee-owned cooperative.
The case examines how Springfield Remanufacturing Corporation Holdings (SRC), a key player in the engine and parts remanufacturing market in the US, turned itself around by implementing the ‘Open Book Management’ (OBM) philosophy.
This paper presents finding from our most recent research on the transformation of participatory employment practices of Japanese firms in the 1990s, during which the Japanese economy slowed down considerably. The operation appears to be of particular public policy interest for many countries considering participatory employment practices as a way to improve their productivity performance and thus competitiveness.
Mike Katz, an MBA with several years of manufacturing management experience, talks about purchasing Molded Dimensions, Inc. (MDI), a Wisconsin-based plastics manufacturer, with his wife Linda, who also has a manufacturing background.
The fifty employee owners of Jet Rubber Company, a manufacturer of custom molded goods and rubber-to-metal parts founded in 1955, celebrated the 10th anniversary of their ESOP in March 2003.
This conceptual paper based on a case examines some of the devastating impacts of the recent spate of corporate wrongdoing, noting the widespread interconnectivity and interrelationships these demonstrate; revisits the roots of capitalism and the underpinnings of corporate citizenship; and explores the efforts of the Carris Companies as they implemented their plan for 100% employee ownership and governance, working toward full transparency and accountability in their decision-making.
Distinguishing the Carris Companies’ transition to 100% employee ownership was its more unusual movement towards 100% employee governance. This paper examines the Carris Companies’ practice of governance and the process used to prepare stakeholder citizens for their changing roles and relationships.
Values at Work is an analysis of organizational dynamics with wide- ranging implications in an age of market globalization. It looks at the challenges businesses face to maintain people-oriented work systems while remaining successful in the larger economy.
Following a brief description of the methodology employed within this chapter, background information is provided on the Carris Companies. Changing stakeholder relationships highlighted in the segment on employee ownership provide a foundation for understanding the transitional process within the Carris Companies and, specifically, the practice of governance.
This case examines several strategies advocated by various actors in the Nucor Corporation, a major producer of steel.
Organizational leadership sets the standard for ethical conduct in the workplace. Christianity’s “Golden Rule” was used by William H. (Bill) Carris, owner of the Carris Financial Corporation (CFC), as the central ethical principle in his Long Term Plan (UP), describing the transition to 100% employee-ownership and governance…
Delphi not only makes catalytic converters; it has also converted itself. Its factory in Oak Creek, Wisconsin has become a fast, flexible, future-focused operation. The result is a new-economy factory in the heart of the old economy.
A rapidly expanding entrepreneurial company, the Carris firm is—by its owner’s design—gradually becoming an employee-owned and-directed organization…
Teamwork—a sense of shared responsibility for success—percolates throughout Scot Forge, the largest open die shop in North America. That means hard work, the willingness to pitch in where help is needed and to build a non-traditional organizational culture…
Explores the raising of capital to finance the growth of a spinoff business from Corbin-Pacific, a leader in motorcycle accessories.
The Mondragon Cooperative Corporation (MCC), a system of worker cooperatives located in the Basque country of Spain, is still considered to be one of the most significant models of worker ownership and community economic development, in the world.
This article examines the employee buyout process and industrial relations under employee ownership based on the case study of the Karabuk steel mill.
For several years, William H. (Bill) Carris (President and CEO) looked for ways to bring employees into the business. From the beginning Michael (Mike) Curran (Vice-President and COO) had been not in favor of implementing short-term incentives at that time. But having worked with Bill for 20 years, Mike knew when Bill’s mind was set on proceeding…
Less than a year after Sealed Air embarked on a program to improve manufacturing efficiency and product quality, the company borrowed almost 90% of the market value of its common stock and paid it out as a special dividend to shareholders.
Connor Formed Metal Products was a small, privately owned manufacturer of custom metal springs and stampings. Since becoming president in 1984, Bob Sloss had implemented many changes to the company’s organizational structure, management control systems, and information systems.