Presenting a wide range of quantitative data alongside three new case studies of employee-owned firms, this pamphlet offers a new vision of economic autonomy where democratic companies drive a happier and more sustainable economy.
The project subjects the existing regulatory regime for employee share ownership plans in Australia – in tax, corporate and labour law – to technical and empirical scrutiny. This research report presents findings from a survey of employee share ownership practice in ASXlisted companies.
‘Making employee ownership work’ is a new guide from the Employee Ownership Association and co-ownership advisers the Baxi Partnership, based on a survey of 25 EOA member companies including John Lewis, Unipart, Arup and Mott MacDonald.
The report, on which EOA advised, concludes that employee ownership of the kind pioneered by Central Surrey Health has a valuable role to play but needs support from policy makers.
This is a collection of cases about the following companies: John Lewis Partnership, IsBank, Banca Popolare Milano, Handelsbanken, Dexia, Total, Aerlingus, Kardemir, Tullis Russell, Saf Tehnika, Eircom, and Enel.
As business has become more global, there seems also to have developed a concurrent and growing trend toward the globalization of various kinds of employee ownership plans among multinational or transnational corporations.
Written by internationally acclaimed business writer Charlie Leadbeater, Innovation Included makes the case for more public services to be provided by co-owned companies.
The project subjects the existing regulatory regime for employee share ownership plans in Australia – in tax, corporate and labour law – to technical and empirical scrutiny. This report considers the objectives and current practice in this area and notes that employee ownership levels tend to be lower for unlisted entities than for listed entities. It also examines the regulatory obstacles to such ownership and makes recommendations for reform to facilitate employee ownership in this area.
This Closer Look scans the current landscape of employee ownership teaching in graduate business programs, and shares the perspectives of a leading academic and veteran practitioner about the salient lessons of this model of business.
Until the industrial revolution, work was performed in the U.S. (outside of the slave economy) by individuals who had direct and obvious motivation to maximize the quantity and quality of their production.
Company owners and managers often wonder why their employees don’t feel the same dedication to the job that they do.
Oxera was commissioned by HM Revenue & Customs (formerly the Inland Revenue) to examine the impact of tax-advantaged share schemes on UK company performance (whereby companies reward their employees by granting them shares, or share options, as part of their remuneration package).
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.
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.
If you’ve ever started or owned your own business, you know that great feeling of pride you have for your organization and its people and customers.
Successful enterprises are ones in which employees are active “co-creators” of value, rather than passive followers. But there are no MBA-taught wheezes which can boost an individual’s interest in the overall success of an organisation.
In the mid-1970s employee ownership was a fringe phenomenon in the US. Today more than one in six US private sector employees now own shares in their company, and more than one in 12 US private sector employees now participate in an Employee Stock Ownership Plan.
This report looks at the current situation in relation to employee financial participation (EFP) and its recent developments in the new Member States (NMS) of the EU: Bulgaria, Cyprus, the Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Romania, Slovakia and Slovenia.
Why ESOPs work well for Minnesota companies. The state of Minnesota claims more ESOPs per capita than any other state.
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.
An employee cooperative is a membership organization set up to market the labor and skills of its members through owning a business.
This study investigates the impacts on the equity values of private venture-backed firms of the organizational depth to which they grant employee stock options.
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 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 report compares the performance of corporations that offer their employees broad-based stock option plans to those that do not offer their employees broad-based stock option plans.