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.
Netflix was among a small group of Silicon Valley companies to emerge from the technology bubble of the late 1990s a clear winner in terms of growth, market share, and profitability. That Netflix was able not only to prevail over this competition but also to thrive was largely attributable to the culture of freedom and … Read More
Curriculum material for Beyster Institute’s Employee Ownership Management Program, a seminar presented at the Rady School, UCSD.
This PowerPoint presentation is a case study that is part of Class 4 from the Course: Topics in Corporate Governance: Techniques of Equity Compensation. The case study discusses ATA Engineering, Inc., a leading independent company in modal and dynamic testing of aerospace structures in the U.S. Their mission statement is to be the leading provider … Read More
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.
This course is designed to give students the capacity to understand and evaluate the various tools and techniques available under current law and practice for applying corporate equity as a compensation and motivation vehicle for employees.
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.
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.
I view corporate governance as a process of designing and implementing various implicit and explicit contracts among capital providers, corporate managers, workers, and other important stakeholders. In my talk today, I will expand the scope of the typical shareholder value focus to consider the design and implementation of contracts with other stakeholders, particularly employees and organized labor.
Presented in this case is the Carris Companies’ movement towards 100% employee shared ownership and governance with an emphasis on and investment in education; focus on ‘quality of life’; economic, educational and social accessibility provided by the company for its employees, many of whom are unskilled at the time of initial employment; encouragement of employee wellness; employee involvement in corporate decision-making and philanthropy; companies’ increased efforts to reduce waste and energy use and the overall positive effects on the companies’ profitability…
While there have been many studies on whether such ownership improves firm outcomes, this one attempts a larger-scale replication, looking also at effects of worker participation in management-type decisions.
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.
The U.S. labor market is the most laissez faire of any developed nation, with a weak social safety net and little government regulation compared to Europe or Japan.
This chapter presents William (Bill) H. Carris’s distinctive organizational design for a positive and practical model of 100% employee-governance in the movement toward 100% employee-ownership of the Carris Companies, a manufacturer of wood, plastic, and metal reels in six United States locations and one in Mexico…
Here’s why Hy-Vee is successful as a chain and as a marketer of its private brands: Location, Ownership, Organization, Brands, Promotion and Customer Focus.
This study seeks to ascertain the impact of employee stock ownership plans (ESOPs) on earnings management.
In the relationship between unions and employee share ownership, neither threatened the other, and their combination led to benefits for employees, particularly where unionized employees were majority owners.
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.
Extending ownership to all employees, involving all in managing the business and tying the compensation to profits brought a renaissance to Alloy Engineering twenty years ago.
This study explores, through case studies of ESO plans at two Australian companies, three key issues relevant to the implementation of ESO plans and the policy and regulation applicable to ESO plans.
The footnote disclosure for eBay, Inc. in 2000 indicates that if the company had accounted for employee stock options under the fair value method, its reported profit of $48 million would have been a loss of $91 million.
This paper surveys key issues and themes surrounding ESO schemes in Australia.
It has been observed that corporate law and labour (or employment) law are in essence separate fields of legal scholarship and regulatory policy. This separation does not mean that there has been no interest by company lawyers in labour law or vice versa; nor does it mean that the two fields do not have relevance to one another. Clearly both corporate law and labour law have provided certain fundamental starting points for analysis which have helped shape the regulatory scope of each other.
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.