The FED was established to promote the concept of broad-based, participative employee ownership and entrepreneurism and actively funds inter-disciplinary research and development of business school and engineering curricula.
Curriculum material for Beyster Institute’s Employee Ownership Management Program, a seminar presented at the Rady School, UCSD.
What is workplace democracy? Workplace democracy is generally understood as the application of democratic practices, such as voting, debate and participatory decision-making systems, to the workplace.
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.
This paper investigates the relationship of ‘shared capitalist’ compensation systems—profit/gain sharing, employee ownership, and stock options—to the culture for innovation and employees’ ability and willingness to engage in innovative activity.
At W.L. Gore, innovation is more than skin deep: The culture is as imaginative as the products.
This case examines several strategies advocated by various actors in the Nucor Corporation, a major producer of steel.
While the company has been extraordinarily innovative to date, Cisco Systems is far from complacent about being able to maintain its leadership position with respect to e-business practices.
Delphi not only makes catalytic converters; it has also converted itself. Its factory in Oak Creek, Wisconsin has become a fast, flexible, future-focused operation. The result is a new-economy factory in the heart of the old economy.
This case describes Microsoft’s human resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. Discusses employee development, motivation, and retention efforts in one of Microsoft’s product groups.
Teamwork—a sense of shared responsibility for success—percolates throughout Scot Forge, the largest open die shop in North America. That means hard work, the willingness to pitch in where help is needed and to build a non-traditional organizational culture…
In 1994 United Airlines became the largest employee majority-owned enterprise in the United States, with various groups of employees – most represented by unions – having purchased 55% of its stock in exchange for various concessions. The employees accepted pay cuts and made other concessions, but were also granted representation on the company’s board of directors…[newline]
Southwest Airlines has created a culture where employees are treated as the company’s number one asset.
Procter & Gamble’s top executives form a small, autonomous, cross-functional Corporate New Ventures team led by a young former brand manager. The team invents a systematic approach to gathering information and producing creative ideas for radically new product categories.
This book that has, since 1992, become the primer for open-book management, a new method based on the concept of democracy, the spirit of sports, and the reality of numbers.
In the late 1980s Howard Schultz led the Starbucks Coffee Co. to explosive growth, transforming a small whole-bean coffee company into a national retail power. Starbucks success hinged on its reputation for quality and personal service…