To our members and the wider cooperative community. We are thinking about you and strategizing about how best to support your businesses and people during the evolving situation. We know that at this point, many of us are receiving information from a multitude of sources, which can feel overwhelming. The USFWC is actively working to curate … Read More
The closure of Fagor Electrodomésticos in October 2013, the most iconic cooperative in the Mondragon Group, not only cast doubt on the economic and social management of the cooperative itself but also called into question the very viability of the overall cooperative model.
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.
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.
That individuals work harder, better and with greater enthusiasm when they have a direct interest in the outcome is self-evident to most people. The obvious question is: Why aren’t large numbers of businesses organized on this principle? The answer is: In fact, thousands and thousands of them are.
As government officials dawdled, Richard Zuschlag didn’t miss a beat. He sent his medics into flood-ravaged New Orleans, where they rescued more than 7,000 people.
Mike Katz, an MBA with several years of manufacturing management experience, talks about purchasing Molded Dimensions, Inc. (MDI), a Wisconsin-based plastics manufacturer, with his wife Linda, who also has a manufacturing background.
It would be easy to look at what’s happening at United Airlines, now on the brink of bankruptcy, and conclude that the concept of employee ownership in America has fallen into a tailspin.
The “new economy” is another name for an old bag of tricks where promise and reality don’t match up. E-workers counting on valuable stock options, a revolutionized workplace, and premier wages and benefits have instead gotten mediocre wages, useless stock options, relentless production pressure, and maximum job insecurity.
The U.S. airline industry has, in recent years, offered some conspicuous examples of a phenomenon that has now become familiar, both in the U.S. and abroad, among firms that face economic difficulties: the granting to employees of a substantial ownership stake in return for wage and work rule concessions necessary to maintain the firm’s viability.
Less than a year after Sealed Air embarked on a program to improve manufacturing efficiency and product quality, the company borrowed almost 90% of the market value of its common stock and paid it out as a special dividend to shareholders.
Following a successful corporate turnaround and, more recently, a leveraged recapitalization, management of a highly profitable, fast–growing outdoor advertising company must consider alternative ways to harvest cash flow from the company without jeopardizing the turnaround or incurring significant tax liabilities.
A company nears the end of a long multiyear turnaround and now must consider how to “cash out” so its management can realize a financial return on investment. The privately held company has several options, including a leveraged ESOP and a leveraged recapitalization.
William Apfelbaum, president and CEO of Transportation Displays, Inc., must restructure both the company’s method of doing business and its liabilities to keep it from bankruptcy. The value he hopes to receive from the reorganized company will be an important issue in the restructuring negotiations with creditors.
Transportation Displays, Inc. has gone through a series of restructurings. This case describes the last few stages, which substantially reduced debt and increased the ownership of management.
A long-time community development worker creates hundreds of jobs for low-income women and minorities by forming a for-profit home health care cooperative, Cooperative Home Care Associates…