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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.  

Employee Ownership in Privatization  

Dan Bell | January, 2001

To successfully privatize an enterprise through employee ownership, the state must be willing to sell, the employees must be interested in buying, the managers must be competent, there must be a market for its products or services, the operation must be competitive, labor-management cooperation must be achievable, and sufficient financing should be available.  

National Practices in Employee Ownership 

Jacquelyn Yates | January, 2001

The purpose of this paper is to survey and briefly describe employee ownership as practiced in national policy. It is based on materials and references supplied by participants in the ongoing virtual think tank online discussion group on national employee ownership policy sponsored by the Ford Foundation and organized by the Capital Ownership Group at www.cog.kent.edu.  

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… 

Lucent Technologies 

Thomas A. Kochan | May, 1999

Lucent was created in 1994 as part of AT&T’s tri-vestiture. This case focuses on the dilemma faced by a new company that inherited a labor-management consultation structure developed by AT&T, a structure that has broken down in many respects, and that does not seem adequate to the challenges of the new company in a new and highly competitive market… 

United Airlines 

Thomas A. Kochan | January, 1999

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] 

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… 

UAL Corporation

Jeremy Cott, Stuart C. Gilson | April, 1995

In the largest attempted employee-buyout in history, a large U.S. commercial airline seeks substantial wage concessions from its employees in return for 53% stake in the airline’s common stock and guaranteed seats on the board of directors. 

Empowerment or Else 

Robert Frey | September, 1993

Nine years ago, the author bought a small manufacturing company with marginal profits, poor union relations, nit-picking work rules, and high labor costs. After a year of bickering, Frey decided he wanted to implement profit sharing. 

Democracy and Economic Power: Extending the ESOP Revolution 

Louis O. Kelso, Patricia Hetter | January, 1986

Why do the rich get richer and the poor stay poor? How can we privatize publicly owned capital facilities so that employees and users own the stock? How can unions win ‘more’ for their members without rendering American employees uncompetitive? What steps can the government take to make every American economically independent? ‘Democracy and Economic Power’ aims to answer these questions and many more like them.  

Lincoln Electric Co. 

Norman A. Berg, Norman D. Fast | July, 1983

This case covers the strategy and management practices of the world’s largest manufacturer of welding equipment. Discusses the compensation system and company culture, and the leadership style of management. 

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