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Integrating Governance and Corporate Social Responsibility in Employee Share Ownership

Zyed Achour | January, 2025

Employee shareholding fosters stronger alignment between employees and companies, promoting collaboration, accountability, and mutual growth. By giving employees a stake in the company, it enhances decision-making processes, improves corporate governance, and encourages long-term sustainability. When integrated with corporate social responsibility (CSR), employee ownership supports ethical practices and contributes to broader societal goals such as equity … Read More

Cooperatives in Industrial and Service Sectors in the Asia-Pacific Region: Models, Work and Employment, Ecosystem and Public Policies

International Cooperative Alliance Asia and Pacific & International Organisation of the Industrial and Service Cooperatives | September, 2019

What would be the contribution of cooperatives to work and employment? What is the achievement of cooperatives in developing decent work so far and what will be the challenges in the changing world of work?  How can cooperatives provide the younger generation with workplaces and tools for realizing their dreams and ambitions with decent work … Read More

Guidelines for Equitable Employee Ownership Transitions: How Investors, Founders, and Employees Can Share in the Value Created by Broadly Held Enterprise Ownership

Hilary Irby, Jessica Rose | June, 2020

These Guidelines for Equitable Employee Ownership Transitions are a collaborative work of practitioners and thought leaders in the fields of investment management, employee ownership, and socially responsible business who believe deeply in the promise of shared enterprise ownership to build a more just and inclusive economy.  

ESOP Plus Benefit Corporation: Ownership Culture with Benefit Accountability

Nancy Kurland | June, 2018

Stakeholder capitalism seeks to benefit multiple stakeholders, rather than primarily shareholders. Two increasingly popular forms are the employee stock ownership plan (ESOP) and the benefit corporation. But what happens when a company combines these structures? While the benefit corporation’s expanded stakeholder mandate may appear to come at the expense of employee-owner wealth and the potential … Read More

KTDAL – Building Sustainability through Inclusion 

D. Satish, M. V. Nagendra Kumar | January 2016

Kenya Tea Development Agency Limited (KTDAL) follows a unique model under which small tea farmers are shareholders. The KTDAL business model, which has made small farming viable, can be replicated to address some of the basic issues and challenges facing the developing world, which has millions of small farmers. However, the model has been facing tough challenges of late. Amidst this uncertainty, some farmers have called for abandoning KTDAL… 

Succession at Berrett-Koehler Publishers: Institutionalizing the “BK Way” and Protecting BK Values for Future Success 

Murray Silverman, Sally Baack | June, 2015

The Berrett-Koehler (BK) case highlights the efforts of a competitively successful, mission-driven, socially responsible publishing company to preserve its values, culture and practices while ensuring continued future success. The case provides an opportunity to cover corporate governance topics such as: ownership structures, shareholder relations, CEO and organizational succession planning, and board roles and responsibilities. 

Employee-owned Company Marks 100-year Milestone 

Cathryn Atkinson | July, 2010

The way the McElhanney Group is organized has helped foster a positive, profitable culture. Forty per cent of the key staff, around 320 staff members, own 100 per cent of the shares. Mr. Newcomb says this drives the success of the company collectively. 

Making Employee Ownership Work: A Benchmark Guide

Sarah Silcox | February, 2009

‘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.  

People and Organizations 

Thomas A. Kochan | January, 2009

This course provides an understanding of the human and organizational contexts in which the student will be working and the skills to put the scientific, technical and organizational knowledge learned to work in addressing the major challenges facing management and organizations today. 

The Carris Companies: Doing the Next Right Thing 

Cecile G. Betit | July, 2008

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… 

A Positive Movement Forward: Carris Companies Employee-Governance 

Cecile G. Betit | January, 2007

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… 

Working Toward Transparency and Accountability: Carris Companies Governance 

Cecile G. Betit | October, 2002

This conceptual paper based on a case examines some of the devastating impacts of the recent spate of corporate wrongdoing, noting the widespread interconnectivity and interrelationships these demonstrate; revisits the roots of capitalism and the underpinnings of corporate citizenship; and explores the efforts of the Carris Companies as they implemented their plan for 100% employee ownership and governance, working toward full transparency and accountability in their decision-making. 

Carris Companies’ Practice of Employee Governance 

Cecile G. Betit | June, 2002

Distinguishing the Carris Companies’ transition to 100% employee ownership was its more unusual movement towards 100% employee governance. This paper examines the Carris Companies’ practice of governance and the process used to prepare stakeholder citizens for their changing roles and relationships. 

The Carris Companies: Making 100% Employee Governance the Practice—Shifting Stakeholder and Citizen Rights and Responsibilities to the Employees 

Cecile G. Betit | January, 2002

Following a brief description of the methodology employed within this chapter, background information is provided on the Carris Companies. Changing stakeholder relationships highlighted in the segment on employee ownership provide a foundation for understanding the transitional process within the Carris Companies and, specifically, the practice of governance.  

Carris Companies Experience: Corporate Values in Practice 

Cecile G. Betit | January, 2001

Organizational leadership sets the standard for ethical conduct in the workplace. Christianity’s “Golden Rule” was used by William H. (Bill) Carris, owner of the Carris Financial Corporation (CFC), as the central ethical principle in his Long Term Plan (UP), describing the transition to 100% employee-ownership and governance… 

Carris Corporation: Incentive Plan Program 

Cecile G. Betit, Jay Rao | January, 1998

For several years, William H. (Bill) Carris (President and CEO) looked for ways to bring employees into the business. From the beginning Michael (Mike) Curran (Vice-President and COO) had been not in favor of implementing short-term incentives at that time. But having worked with Bill for 20 years, Mike knew when Bill’s mind was set on proceeding…