Policies and practices of the 19th and 20th centuries have had a lasting impact into this century. This is most evident when examining racialized wealth inequality between Black and White families. This study of low-income employee owners examines the following questions: (1) Does employee ownership reduce the racial wealth gap? (2) How does employee ownership … Read More
This free video-based educational program is designed to help minority business owners learn about employee ownership strategies for business succession planning. Developed by the Rutgers University NJ/NY Center for Employee Ownership, with the support of the Kellogg Foundation, this program will help business owners assess the relevance of establishing one of two employee ownership models, based … Read More
This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why Jerry Pritchett, one of the co-founders of Pritchett Controls, decided to convert it to an employee-owned company. In the body of the case, it details the efforts of the company to … Read More
Led by CEO Zhang Ruimin, Haier in 30 years has gone from a money-losing, rigid hierarchy, state-owned, local firm to a profitable, flexible structure, collectively-owned, multinational enterprise. This transformation has been done in well-defined steps. In 2012, it was moving toward operating as a platform for microenterprises. The platform was to be open to both … Read More
Haier Group and MLab organized the 1st International Rendanheyi Model Forum in Qingdao, China, in 2017, to explore the transformation of business models in the current era. Dr. Frank Shipper, the author of numerous case studies on employee owned companies and editor of the book Shared Entrepreneurship: A Path to Engaged Employee Ownership, gave this … Read More
In December, my family finalized a very personal, and we hope impactful, gift titled, J.R. Beyster Papers, to UCSD Library’s Special Collections. After about one year of pre-processing, the collection includes more than 200 boxes of documents covering more than 50 years of hundreds of advanced scientific innovations, small- to billion-dollar business experiments, and discontinued to transformational government program development.
In 1993, Mack Hembree, a successful real estate businessman, was invited to invest in opening a business that he had some commonly held reservations about. The business was a pawn shop… By fostering and aligning employee satisfaction, collaboration, and commitment at every level, Mack has developed an ownership culture that differentiates Gems N’ Loans from its peers and has been instrumental in the company’s success.
When structured and maintained properly, the 100 percent ESOP-owned S Corporation can be a powerful force of employee ownership…
To survive, Atlas changed from an external to an internal growth strategy. The smoothness of the transition could at least be partially attributed to a set of internal strategies that were unusual for a commodity/cost-driven industry. They included democratic governance and employee ownership…
Ultimately, the success of your venture will be determined not by your efforts alone but by the performance of the cast of people — employees, partners, or associates — that you assemble. So, if there is a strategy that can help you get more out of the people on whom you depend and also boost your organizational horsepower, you owe it to yourself to take a serious look. A policy of sharing equity with employees that is designed and used wisely can be just that strategy.
In the wake of this cooperative’s recently concluded $4M stock offering, Equal Exchange created a single document that explains all of our unorthodox capital model…
This course is presented from the perspective of the entrepreneur and employee owner. The seven week course will cover the critical steps of equity and employee ownership; founding your own company or joining a start–up, successfully navigating funding rounds, deploying your equity to incentivize employees and encourage long–term growth, or negotiating through an exit.
In many ways the persistent top-down command and control theme that supports established leadership thought and practice prevents organizations from fully tapping into their human resources, in turn limiting their flexibility to meet the challenges of increasingly dynamic, complex, and competitive environments. Shared Entrepreneurship replaces the top-down approaches of the past with a new framework that draws strengths and innovation from collaboration and sharing.
In 2008, W. L. Gore & Associates celebrated its fiftieth year in business. During the first four decades of its existence, Gore became famous for its products and for its use of business teams located in a single facility. To facilitate the development of teams, corporate facilities were kept to 200 associates or fewer. Due … Read More
Herman Miller is widely recognized as the leader in the office furniture industry and has built a reputation for innovation in products and processes since D. J. De Pree became president over 90 years ago. Herman Miller is one of only four companies and the only non-high-technology enterprise named to Fortune’s “Most Admired Companies” and “The 100 … Read More
Aimed at emerging as well as established social entrepreneurs, for-profit leaders who want to introduce an element of social responsibility into their companies, and nonprofit organizations who want to increase their stability by generating income, The Art of Social Enterprise is the definitive guide to doing well while doing good.
CMC Rescue became 92 percent employee owned in 2011. Jim came to the realization that employee ownership could realistically be the only way to assure continuation of CMC with its current operations and employees…
The case describes a unique corporate culture that motivates employees to achieve the organization objectives. It also discusses the company development strategy, the concept of shared leadership and how their recent partnership with a major private equity firm may have changed TEOCO’s culture and its business model…
Increasing numbers of businesses view their employees not as a mere cost but as invaluable contributors for business success. These firms are implementing strategies to fully engage employees at all levels. The Employees Matter report identifies sixteen fast growing entrepreneurial firms that employ employee ownership and engagement strategies which they perceive as directly linked with improved business performance. Eight other notable companies with key lessons to share are included as sidebar profiles.
An overview of the Case of HCSS, also found in the CLEO database.
The principal activities of the Centre for Mutual and Employee-owned Business are research and professional development. Short courses and educational programmes focus on the business needs of the mutual and co-owned business sectors. The Centre offers a gateway for the mutual and co-owned business sectors to seminars, guest lectures, and other activities. Networking and partnering within and beyond Oxford, including international academic exchanges, allow the Centre to draw on the best work globally to inform our research, and to communicate our research to users.
At the start, Dr. Beyster made the decision that SAIC would be employee owned and that ownership would be based on merit and contribution to the company, not tenure. Using employee ownership as a selling point to prospective hires, Dr. Beyster was able to recruit talented employees and build a successful organizational culture. However, changes made after Dr. Beyster stepped down would have implications for SAIC’s company culture…
Heavy Construction Systems Specialists, Inc. [HCSS] designs and sells hi-tech software to the heavy/highway construction industry. The case describes a unique corporate culture that has made HCSS a business success in a highly competitive industry.
The ESOP – Employee Stock Ownership Plan – is, slowly, on the rise. These worker-owned businesses are more productive and could benefit the American economy.
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.