Share Repurchases and Pay-Performance Sensitivity of Employee Compensation Contracts
This paper explores how share repurchases affect the extant employee compensation contracts and offer a new explanation for the popularity of stock buybacks.
Corporate Governance and Labor Relations
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 Ownership: Adapting a Powerful Business Strategy to Attract and Retain the Next Generation of Talent
Sharing company ownership with employees – whether it’s intended to motivate, to retain or simply to share the wealth – can significantly impact a company’s success. Studies have shown that employee-owned companies boast faster growth, are more resilient in economic downturns and enjoy a competitive advantage over conventional rivals.
The Carris Companies: Doing the Next Right Thing
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…
Employee Ownership and Corporate Governance in Post-Privatization Russia
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.
Worker-Ownership as an Instrument for Solidarity and Social Change?
Is worker-ownership an instrument for solidarity and social change? Will its organizational form stimulate a social consciousness that leads members to be involved with social movements such as community development, labor activism, environmental campaigning, or human rights promotion? To answer these questions Luhman offers textual data that suggest that worker-ownership may be an effective instrument for solidarity and social change dependent upon the collective political vision of the members.
Broad-Based Employee Stock Options Grants and IPO Firms
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.
Unions and Employee Ownership: A Road to Economic Democracy?
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.
The Political Economy of Employee Ownership in the United States: From Economic Democracy to Industrial Democracy?
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…
A Direct Stake in Economic Life: Worker-Owned Firms
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.
Wages, Employment, and Capital in Capitalist and Worker-Owned Firms
The authors investigate how worker-owned and capitalist enterprises differ with respect to wages, employment, and capital in Italy, the market economy with the greatest incidence of worker-owned and worker-managed firms.
Alpine Lumber: A Strategic Combination of Acquisitions, Value-Added Services and…
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.
Every Employee an Owner. Really.
Study after study proves that broad-based ownership, when done right, leads to higher productivity, lower workforce turnover, better recruits, and bigger profits. ‘Done right’ is the key.
Shareholder Value and Employee Interests: Intersections Between Corporate Governance, Corporate Law and Labour Law
It has been observed that corporate law and labour (or employment) law are in essence separate fields of legal scholarship and regulatory policy. This separation does not mean that there has been no interest by company lawyers in labour law or vice versa; nor does it mean that the two fields do not have relevance to one another. Clearly both corporate law and labour law have provided certain fundamental starting points for analysis which have helped shape the regulatory scope of each other.
Broad-Based Employee Stock Options in the U.S.: Company Performance and Characteristics
This paper analyses data on 490 companies with broad-based stock option plans, matched to data from Compustat in order to compare their characteristics and performance to that of other public companies.
Broad-Based Stock Options: Before and After the Market Downturn
We examine labor productivity in small, medium, and large firms that broadly distribute stock options under starkly different market conditions – during the bull (1995-1997) and bear (2000-2002) stock markets. We find greater labor output in both upward and downward markets in all firm size categories, with the exception of small firms in a declining market, where the productivity is also greater, but the statistical significance of the result is weak.
Executive and Broad-Based Stock Options: Evidence from U.S. Panel Data
This paper examines the productivity effect of the adoption of executive and broad-based stock options. The findings include a positive impact on productivity after the introduction of both executive and broad-based stock options.
Intellectual Capital, Monitoring and Risk: What Predicts the Adoption of Broad-Based Employee Stock Options?
In this paper, we use empirical analysis to analyze company characteristics associated with the adoption and maintenance of broad-based stock option plans. Overall, our results provide support to the claim that higher monitoring costs prompt firms to adopt and maintain employee stock option plans.
Employee Governance and the Ownership of the Firm
By law, shareholders have an exclusive right to make certain corporate decisions, and this arrangement is generally justified by the shareholder’s role as the owner of the firm. However, many thoughtful observers hold that such a privileged position for shareholders is morally objectionable, in part because it neglects the important role played by employees.
The United Airline Bankruptcy and the Future of Employee Ownership
UAL suffered from particular design flaws in its stock ownership plan and, more seriously, the absence of complementary institutions focused on the distinctive problems of employee-owned firms.
An Assessment of Employee Ownership in the United States With Implications for the EU
There is a significant gap in the incidence and development of employee ownership between the European Union (EU) and the US when both sectors are examined.
Taking Stock of Equity Compensation
This article describes several forms of stock purchase plans in Canada and examines participation using the Workplace and Employee Survey. Some U.S. statistics are presented as well.
Strategic Stakeholder Perspective to ESOP Negotiations: The Case of United Airlines
Employee stock ownership programs (ESOP) may become a source of competitive advantage but a threat to a firm’s survival as well. Strategic stakeholder negotiation, on the other hand, is a process through which an organization negotiates with multiple stakeholders in order to achieve a strategic goal. Such perspective helps to illustrate the importance of understanding, balancing, and managing stakeholder demands in ESOP-related negotiations. The airline industry provides an interesting arena in which to study this process.
Working Toward Transparency and Accountability: Carris Companies Governance
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.
Broad-Based Employee Stock Options in US ‘New Economy’ Firms
This paper compares the performance of 229 `New Economy’ firms offering broad-based stock options to that of their non-stock option counterparts. A simple comparison of these firms reveals that the former have higher shareholder returns, Tobin’s q and new knowledge generation.