An urgent and deeply resonant case for the power of workplace democracy to restore balance between economy and society. What happens to a society—and a planet—when capitalism outgrows democracy? The tensions between democracy and capitalism are longstanding, and they have been laid bare by the social effects of COVID-19. The narrative of “essential workers” has … Read More
Union–management relations in the U.S. are best described as adversarial. However, under certain circumstances, they can become cooperative. One example of the latter was the role of trade unions in the conversion of firms to employee ownership. Firm ownership (entrepreneurship, capitalism) by employees has increased in recent years. Specifically, we focus on the use of … Read More
In Co-operative Struggles, Denise Kasparian expands the theoretical horizons regarding labour unrest by proposing new categories to make visible and conceptualize conflicts in the new worker co-operativism of the 21st century. After the depletion of neoliberal reforms at the dawn of the 21st century in Argentina, co-operativism gained momentum, mainly due to the recuperation of … Read More
This book argues for the abolition of the current employment system in favor of workplace democracy. The abolition of slavery abolished not only the involuntary ownership of other people (workers) but also voluntary contractual forms of lifetime servitude. That system of lifetime servitude was replaced however by the current system of voluntary renting, hiring, employing, … Read More
In this book, Gregory K. Dow asks the question: “Why are labor managed firms rare in modern economies?” Dow emphasizes the fact that capital is alienable while labor is inalienable. This distinction, together with market imperfections, explains the rarity of labor-managed firms. This book uses modern microeconomics, develops formal models, exploits up-to-date empirical research, and … Read More
Democracy has been disrupted by capitalism to the point of near extinction. Isabelle Ferreras proposes a simple, yet revolutionary solution: democratizing capitalism. Starting with the sociological observation that workers expect to be treated as full citizens, and drawing on the history of Western democracies, this book argues that workplaces are part of the public sphere, … Read More
Organizational scholars and workplace equality advocates have largely dismissed the ability of democratic employee ownership to deliver power and autonomy to working-class employees. This chapter addresses this gap by investigating how two 100% employee-owned and democratically governed worker-owned cooperatives (businesses where employees are both the owners and the directors of their workplaces) succeeded and failed … Read More
This primer focuses on one set of tools the labor movement can utilize to build power, expand wealth, and deepen member engagement in the years ahead: worker ownership. It explores: How Unions and Worker Ownership Work Together How Worker Ownership Can Build Power for Workers The Good, The Bad & The Ugly: Overcoming Challenges Looking … Read More
Recorded as part of the “Special Topics Webinar Series” hosted by the International Centre for Co-operative Management at Saint Mary’s University on February 19, 2020. It is assumed that diversity, equity, and inclusion are included in the 7 International Co-operative Principles and many co-ops use the principles, and their corresponding values, to frame the work … Read More
When Workers Become Owners Professors Joseph Blasi, Richard Freeman, and Douglas Kruse explain how sharing the ownership or profits of a company with workers can improve productivity, pay, and work life quality – all while reducing economic inequality. Bonus – Jump on the Bandwagon Professors Blasi, Freeman, and Kruse stay post-interview to discuss why trade unions, business schools, and … 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.
This article analyses the linkages among group incentive methods of compensation (broad‐based employee ownership, profit sharing and stock options), labour practices, worker assessments of workplace culture, turnover and firm performance in firms that applied to the ‘100 Best Companies to Work For in America’ competition from 2005 to 2007. Although employers with good labour practices … Read More
In this paper, we first examine whether Huawei has an advantage over ZTE following the strategic restructurings in 2011, and then retest the hypothesis on the positive effect of an ESOP on Huawei’s competitive position…
Profit-sharing plans are one way to address the global issues of income inequality and uneven wealth distribution while increasing employee engagement. One company, the Chinese telecom Huawei, has a successful employee stock ownership plan (ESOP) that demonstrates such incentives can be good for both employees and the business.
MONDRAGON, the largest cooperative in the world, and the inspiration for several U.S. cooperatives, faces a challenge in 2013 after one of its largest cooperatives votes to leave the group and another goes bankrupt.
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.
Two of the most common industries to have established ESOPs are construction and manufacturing, combining to make up 35 percent of the 1,600 companies represented by the ESOP Association…
William H. (Bill) Carris set a deliberate purposeful course for the whole system change that he deeply desired for his employees. The Carris transformation, innovative in its own right, provides examples of change from being traditionally owned, managed and governed to having shared ownership, participatory management and shared governance by the whole…
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.
The Wawa associates have an ESOP which plays a key role in Wawa’s culture of ownership. This case explores the role of incentives and levers of control to create a successful retail chain.
This book is a guide to implementing principles and practices developed and used by SAIC to drive exponential growth, global expansion, and diversification across science and technology customers and markets…
Most people know either first-hand or through someone close to them what it feels like to not be valued, to not have a say, to not have control, or to be demotivated at work. A feel-good movie about three companies – New Belgium Brewery, Namasté Solar, and DPR Construction – that strive for the opposite is a welcome relief.
In this 20-minute radio interview, Martin Staubus, executive director, Beyster Institute at the Rady School of Management is interviewed by host, Bill Black on ExitCoachRadio.com.