Mondragon Corp. Cooperativa (MCC)
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 Employee Ownership Effect: A Review of the Evidence
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.
Model Growth: Do Employee-owned Businesses Deliver Sustainable Performance?
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.
Managing Talent at Bertelsmann AG (A)
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.
Employee Ownership Association
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.
A Comparative Analysis of Co-operative Sectors in Scotland, Finland, Sweden and Switzerland
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.
Reinventing the Firm
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.
Converting Failed Financial Institutions into Mutual Organisations
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: A Benchmark Guide
‘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.
NHS Mutual: Engaging Staff and Aligning Incentives to Achieve Higher Levels of Performance
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.
The ‘Mondragon Experience’: A Case Study of Participatory Leadership and Workplace Democracy
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.
John Lewis Partnership
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.
Employee Financial Participation for Corporate Governance and Social Dialogue
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.
Innovation Included: Why Co-Owned Businesses Are Good for Public Services
Written by internationally acclaimed business writer Charlie Leadbeater, Innovation Included makes the case for more public services to be provided by co-owned companies.
When Workers Share in Profits: Effort and Responses to Shirking
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.
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.
Tax-Advantaged Employee Share Schemes: Analysis of Productivity Effects
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).
An Overview of Existing Data on Employee Share Ownership in Australia
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.
CoCo Companies: Work, Happiness and Employee Ownership
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.
Employee Financial Participation in the New Member States
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.
A Cooperative Solution
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.
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.
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.
Sportasia LTD.: A Community Company
Evident in the case are important themes such as the transformational leadership of its senior management, the effective use of human resource strategies to control organisational growth, and the adoption of values similar to Charles Handy’s ‘Citizen Corporation’.
Values at Work: Employee Participation Meets Market Pressure at Mondragon
Values at Work is an analysis of organizational dynamics with wide- ranging implications in an age of market globalization. It looks at the challenges businesses face to maintain people-oriented work systems while remaining successful in the larger economy.