The closure of Fagor Electrodomésticos in October 2013, the most iconic cooperative in the Mondragon Group, not only cast doubt on the economic and social management of the cooperative itself but also called into question the very viability of the overall cooperative model.
This chapter maps existing patterns of broad-based worker ownership and control in contemporary advanced capitalism and considers future possibilities for expanding democracy within firms. Section one discusses worker ownership and control arrangements in relation to different theories of the firm and shows how these arrangements map onto different national systems. Section two compares Germany, which … Read More
In 2009, United Steelworkers (USW) and Mondragon signed an agreement to promote union co-ops: firms that combine democratic worker ownership and union membership. Eleven U.S. initiatives now seek to implement the USW-Mondragon union co-op model, prompting a debate about whether unions and worker cooperatives are stronger together. This article draws on a case study of … Read More
This research report from the United Kingdom shows that the arrival of millennials in the workplace is not a threat to the employee owned business model. On the contrary, employee ownership works well to meet the aspirations of millennials, as it does for other generations. The ability of the employee ownership model to harness the … Read More
MONDRAGON, the largest cooperative in the world, and the inspiration for several U.S. cooperatives, faces a challenge in 2013 after one of its largest cooperatives votes to leave the group and another goes bankrupt.
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
Can We Do It Ourselves focuses on economic philosophy with an emphasis on the concept of economic democracy. The film helps viewers understand the difference between a market economy in which consumer demand drives a company’s supply of goods and services, and a capitalist economy in which private owners control production and hold a right to … Read More
Competitiveness today requires being able to operate at a global scale. The financial crisis invigorated this requirement, posing new challenges to the economic viability of conventional companies and demanding alternative organizational forms of production. Although a wealth of research has focused on capitalist companies, little attention has been paid to the way these challenges affected … Read More
This report provides an update on progress of the 2012 Nuttall Review, including recommendations measured against the commitments made in the U.K. government response to the review. Progress has been made against all 28 of the Nuttall Review Recommendations and in over half of the recommendations progress has been assessed as having been significant. Work … Read More
Take-aways from an international tour featuring the documentary film, “We the Owners: Employees Expanding the American Dream.”
This Review looks at ‘short-termism’ within British business: the pressure to focus on short-term results to the possible detriment of the long-term health of a company, or even a whole industry. The investigation confirmed that short-termism constrains the ambition of UK business, holding back its development and inhibiting economic growth…
This film tells the little known stories of employee-owned businesses that compete successfully in today’s economy while providing secure, dignified jobs in democratic workplaces. The film highlights examples including Mondragon in the Basque Country in Spain and the Evergreen Cooperatives in Cleveland, Ohio, as well as smaller businesses including coffee shops and bakeries.
This review took evidence from a wide range of sources, covering, in particular, employee owned companies, sector representatives, professional advisers and employer and employee groups. The broad categories of obstacles to employee ownership were soon identified, and were continually reinforced as this review proceeded. They fall into the following three categories: a lack of awareness … Read More
Capitalism is living in interesting times. Politicians, academics and activists around the world are debating the merits of the capitalist system, and how and if it could be improved…
We investigate which factors influence 44,649 employees’ decision to invest in a top retail banking group in France. We have two objectives: (i) to explore factors associated with the amount invested in the plan, and (ii) to explore whether these factors have same associations with the probability of investing more than the incentive pay i.e. … Read More
The European Federation of Employee Share Ownership (EFES) acts as the umbrella organization of employee owners, companies and all persons, trade unions, experts, researchers, institutions looking to promote employee ownership and participation in Europe.
The principal activities of the Centre for Mutual and Employee-owned Business are research and professional development. Short courses and educational programmes focus on the business needs of the mutual and co-owned business sectors. The Centre offers a gateway for the mutual and co-owned business sectors to seminars, guest lectures, and other activities. Networking and partnering within and beyond Oxford, including international academic exchanges, allow the Centre to draw on the best work globally to inform our research, and to communicate our research to users.
Outrage over pay differentials between company workers and directors is making political waves in Britain. One solution? Employee ownership.
This paper uses nationally representative linked workplace-employee data from the British 2004 Workplace Employment Relations Survey to examine the operation of shared capitalist forms of pay—profit-sharing and group pay for performance, employee share ownership, and stock options—and their link to productivity.
The case looks at the two dominant Finnish retailers: S Group and Kesko. The case requires that students consider sources of competitive advantage that arise from the companies’ markedly different business models.
Can Mondragon Corp. Cooperativa (MCC) effectively become a global player while being truthful to the principles on which its past successes have been built?
The report is a rigorous study of the available international evidence into how companies with significant employee ownership perform, on a range of key business indicators.
This research looks at how employee-owned businesses performed before and during the 2007-2009 recession. This report assesses the financial performance of employee-owned businesses compared with conventionally structured companies where employees do not have a significant stake in ownership or the right to participate in decision-making.
Bertelsmann’s EVP HR Immanuel Hermreck and his team were focused on four key HR issues. Three of these were somewhat discreet: improving Bertelsmann’s employer brand; managing Bertelsmann talent across the firm’s decentralized businesses; and ensuring early identification and appropriate development of Bertelsmann’s top 100 high potential managers (hi-pos) to better seed the company’s future top management. The fourth issue-recruitment and retention-played an integral role across all three challenges and had to be strengthened and made consistent across the firm, not an easy prospect given Bertelsmann’s highly decentralized structure.
Founded in 1979 as Job Ownership Limited, the Employee Ownership Association is a registered charity committed to generating new evidence and thinking about employee ownership.