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.
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 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.
In 1997, seeking new sources of growth, A/S DIENA expands outside the Latvian capital to set up the Regional Press Group, a decentralized network of community newspapers emphasizing employee ownership and a separation of roles between editors and publishers.
This paper examines the use and consequences of shared compensation plans (profit sharing, profit related pay, SAYE schemes and company stock option plans) in a sample of UK workplaces and firms in the 1990s.
Though only five years old, employee-owned St. Luke’s Communications has become one of the most talked about advertising agencies in the United Kingdom, increasing its profits eightfold.
This article examines the employee buyout process and industrial relations under employee ownership based on the case study of the Karabuk steel mill.
Cooperatives are not, as everyone at this conference knows, just a peripheral or incidental or anachronistic or culturally limited form of organization. Rather, they are big business of a distinctly modern type.
The Mondragon Cooperative Corporation (MCC), a system of worker cooperatives located in the Basque country of Spain, is still considered to be one of the most significant models of worker ownership and community economic development, in the world.
This paper explores the impact of employee ownership on employee attitudes, using additional data obtained from four UK bus companies which had adopted the ESOP form of employee share ownership. After reviewing the recent UK literature, the paper highlights findings from US literature that a ‘sense of ownership’ is an important intervening variable between actual ownership and additudinal change, and that opportunities for participation in decision-making are more important that ownership per se in generating feelings of ownership.
St. Lukes, a rebellious young agency spun out of the once-revolutionary Chiat/Day, practices what it preaches — the gospel of total ethics and common ownership.
In mid-1993, representatives of Rhone-Poulenc, a leading nationalized French firm, worked with the French government to plan the imminent privatization of the firm.
There are a number of ways to have workers’ remuneration linked more readily with firms’ commercial performance. One is to link wages to profits by using cash-based profit sharing (where workers are made cash payments which vary with employer’s profitability). A second is to have workers paid partly in their firms’ own shares. A third, and more extreme alternative, is producer co-operatives where workers participate in profits, ownership and decision-making. In this article we examine both the theoretical and empirical evidence in support of such schemes.
This book gives a valuable insight into the history and formation of this unique undertaking as well as a wonderful portrait of the far-sighted Basque priest who master-minded the original project.
This study examines data on French producer cooperatives for the years 1970-79 to test the widely accepted theoretical prediction that employee-owned firms either will fail as commercial undertakings or degenerate into capitalist firms as the proportion of hired workers who are not members of the cooperative firm increases.