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Producing and Reducing Gender Inequality in a Worker-Recovered Cooperative

Katherine Sobering | January, 2016

Decades of feminist scholarship documents the persistence of gender inequality in work organizations. Yet few studies explicitly examine gender inequality in collectivist organizations like worker cooperatives. This article draws on the “theory of gendered organizations” to consider how gender operates in a worker-recovered cooperative in contemporary Argentina. Based on ethnographic and archival research in Hotel … Read More

Diversity Regimes in Worker Cooperatives: Workplace Inequality Under Conditions of Worker Control

Joan S. M. Meyers, Steven Peter Vallas | January, 2016

Two major shifts in contemporary work organizations—“employee participation” and “diversity management”—have typically been studied in isolation from one another. Building on theoretical work by Acker (2006a,b), we ask how the interaction of these two constructs has affected the pursuit of workplace democracy at two worker cooperatives in Northern California. Using qualitative methods, we find that … Read More

Huawei: A Case Study of When Profit Sharing Works 

David De Cremer, Tian Tao | September, 2015

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. 

How Shared Capitalism Affects Employee Withdrawal: An Econometric Case Study of a French-Listed Company

Nicolas Aubert, Xavier Hollandts | May, 2015

The academic literature emphasizes that shared capitalism positively affects employees’ attitudes at work. This paper investigates that issue by testing the relationship between shared capitalism and withdrawal behaviors (turnover and absenteeism). Recent literature interprets shared capitalism as a gift exchange between employers and employees. This paper builds on that literature. The analysis, based on an … Read More

Gender In/equality in Worker-Owned Businesses

Christine L. Williams, Jessica Thomas, Katherine Sobering | October, 2014

Gender scholars have developed a significant body of scholarship on the reproduction of gender inequality in work organizations. However, the vast majority of that research has been conducted in non-profit organizations or in employer-owned businesses. In this article, we review the existing literature on gender in worker-owned businesses. We begin by defining three distinctly different … Read More

Employee Ownership: A Theoretical and Empirical Investigation of Management Entrenchment vs. Reward Management

Andre Lapied, Guillaume Garnotel, Nicolas Aubert, Patrick Rousseau | June, 2014

Employee ownership is often used not only as a reward management tool but also as an entrenchment mechanism. The literature suggests that good managers use employee ownership as a reward management tool, whereas bad managers implement it for entrenchment, thus suggesting the existence of an equilibrium level of employee ownership. The contributions of this paper … Read More

Workplace Democracy in the Lab

Jeffrey Carpenter, Peter Hans Matthews, Philip Mellizo | April, 2014

While intuition suggests that empowering workers to have some say in the control of the firm is likely to have beneficial effects, empirical evidence of such effects is hard to come by because of numerous confounding factors in the naturally occurring data. We report evidence from a real‐effort experiment confirming that worker performance is sensitive … Read More

Collaboration That Goes beyond Co-Op-Eration: It’s Not Just ‘‘If’’ but ‘‘How’’ Sharing Occurs That Makes the Difference 

Benita W. Harris, Charles C. Manz, Frank Shipper, Karen P. Manz | April, 2013

Equal Exchange is a cooperative organization that taps into the full capacities of everyone involved in a socially responsible way. This article describes how it has used the wisdom of its multiple stakeholders to create a collaborative community, to be profitable, and to have significant positive impact on people’s lives and the environment in approximately 20 countries. 

Psychological Ownership: Theoretical Extensions, Measurement and Relation to Work Outcomes

Bruce J. Avolio, Craig D. Crossley, Fred Luthans, James B. Avey | January, 2009

First, the authors developed a scale for psychological ownership with four components — self-efficacy, accountability, sense of belongingness, and self-identity. Second, they correlated it with transformational leadership, organizational citizenship behavior, organizational commitment, workplace deviance, intentions to stay, and job satisfaction. All the correlations were in the predicted direction. The authors concluded that integrating psychological ownership … Read More

Corporate Governance and Labor Relations 

E. Han Kim | December, 2009

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. 

The Carris Companies: Doing the Next Right Thing 

Cecile G. Betit | July, 2008

Presented in this case is the Carris Companies’ movement towards 100% employee shared ownership and governance with an emphasis on and investment in education; focus on ‘quality of life’; economic, educational and social accessibility provided by the company for its employees, many of whom are unskilled at the time of initial employment; encouragement of employee wellness; employee involvement in corporate decision-making and philanthropy; companies’ increased efforts to reduce waste and energy use and the overall positive effects on the companies’ profitability… 

Broad-Based Employee Stock Options Grants and IPO Firms

Peter Roosenboom, Tjalling van der Groot | November, 2006

CFOs may wonder about the best ways to keep stock-owning employees committed to the company after an IPO. Research by corporate finance professors Peter Roosenboom and Tjalling van der Groot shows a decrease in insiders’ stock ownership from 52.1% before the IPO to 34% afterward, an indication of the powerful financial lure a post-IPO stock sale presents. 

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