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.
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 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.
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.
This study compares co-operative sectors in Scotland with those of three similar sized countries: Switzerland, Sweden and Finland. The economic contribution of co-operatives in Scotland has historically been below that of these comparable European countries. The study asks why the comparator countries are so much more successful, what we can learn about how to do co-operative development, and which of the success factors are replicable in Scotland. It aims to help Co-operative Development Scotland to understand the determinants of success, make informed decisions on how to promote the co-operative sector, and advise policymakers about what works.
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.
There are three reasons for promoting mutual building societies: they are less prone than banks to pursue risky speculative activity; a mixed system produces a more stable financial sector; and a stronger mutual sector enhances competition within the financial system.
‘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.
Written by internationally acclaimed business writer Charlie Leadbeater, Innovation Included makes the case for more public services to be provided by co-owned companies.
This intensive summer course is an opportunity for participants to be exposed first-hand to a unique organizational model of participatory leadership, management, ownership and decision making by attending lecture and visiting sites at the Mondragon Corporacion Cooperative (MCC) in Mondragon, Spain.
The John Lewis Partnership (JLP) is one of the UK’s most profitable retailers – sales grew by 6.3% and pre-tax profit by 18.7% in the year to 27 January 2008. Its success owes much to the co-ownership principles of its founder, John Spedan Lewis, who handed over control and ownership in two trust settlements in the last century.
This paper summarizes new evidence from the “Shared Capitalism” Project on the extent to which workers’ earnings depend on the performance of their firm or work group in the US and advanced European countries and on the impact of sharing arrangements on economic behavior.
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.
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 paper provides an overview of existing data on employee share ownership (ESO) in Australia. It is concerned with broad-based employee share ownership plans.
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.
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.
Four times a year, as many as a thousand clients of each local branch of Rabobank, a leading Dutch institution and one of the world’s 25 largest banks, assemble to discuss business.
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.