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.
I view corporate governance as a process of designing and implementing various implicit and explicit contracts among capital providers, corporate managers, workers, and other important stakeholders. In my talk today, I will expand the scope of the typical shareholder value focus to consider the design and implementation of contracts with other stakeholders, particularly employees and organized labor.
Sharing company ownership with employees – whether it’s intended to motivate, to retain or simply to share the wealth – can significantly impact a company’s success. Studies have shown that employee-owned companies boast faster growth, are more resilient in economic downturns and enjoy a competitive advantage over conventional rivals.
Samuel Zell’s acquisition of the Tribune Company in December 2007 using an S corporation employee stock ownership plan (S ESOP) brought S ESOPs to national attention.
This paper summarizes new evidence from the “Shared Capitalism” Project on the extent to which workers’ earnings depend on the performance of their firm or work group in the US and advanced European countries and on the impact of sharing arrangements on economic behavior.
While there have been many studies on whether such ownership improves firm outcomes, this one attempts a larger-scale replication, looking also at effects of worker participation in management-type decisions.
How employee share ownership plans affect employee compensation and shareholder value depends on the size.
Almost half of American private-sector employees participate in shared capitalism — employment relations where the pay or wealth of workers is directly tied to workplace or firm performance.
This presentation outlines ways to measure success in an employee owned company, how to achieve positive results, and learn from the ‘best companies to work for.’
This presentation discusses the governance structure of employee-owned companies, including trustees, fiduciaries, administrators and plan participants…
This Powerpoint presentation provides an introduction to the topic of motivation in the workplace and discusses ways in which managers can encourage better performance by contributing to employee motivation.
Oxera was commissioned by HM Revenue & Customs (formerly the Inland Revenue) to examine the impact of tax-advantaged share schemes on UK company performance (whereby companies reward their employees by granting them shares, or share options, as part of their remuneration package).
The U.S. labor market is the most laissez faire of any developed nation, with a weak social safety net and little government regulation compared to Europe or Japan.
This report describes the results of the first phase of a research project on the reasons companies terminate employee stock ownership plans (ESOPs). It summarizes interviews with company leaders at former ESOP companies and suggests directions for the quantitative research planned for phase 2 of this project.
Successful enterprises are ones in which employees are active “co-creators” of value, rather than passive followers. But there are no MBA-taught wheezes which can boost an individual’s interest in the overall success of an organisation.
The Employee Ownership Video Collection Teaching Addendum presented by the Foundation for Enterprise Development is divided into four sections, Teaching in Entrepreneurship Programs, the History of Broad-Based Ownership, Innovation and High-Tech, and Money and People. This video outline is designed to explore the ways to incorporate employee ownership in your class curriculum, learn about the early beginnings of employee ownership and how it has evolved especially in the high-tech fields, and to discover the culture of participation embraced by employee-owned businesses.
CFOs may wonder about the best ways to keep stock-owning employees committed to the company after an IPO. Research by corporate finance professors Peter Roosenboom and Tjalling van der Groot shows a decrease in insiders’ stock ownership from 52.1% before the IPO to 34% afterward, an indication of the powerful financial lure a post-IPO stock sale presents.
In the relationship between unions and employee share ownership, neither threatened the other, and their combination led to benefits for employees, particularly where unionized employees were majority owners.
This study seeks to open up an examination of the reasons for implementing an ESO scheme at the enterprise level in Australia, through two interview-based case studies conducted at National Australia Bank Ltd and Palm Springs Ltd.
Turning workers into shareholders improves corporate performance, or so advocates of employee ownership maintain. Their logic is simple: workers with a stake in their company’s future are more likely to take a long-term view, which translates into higher productivity and other gains.
An increasing number of engineering firms are adopting ESOPs because of their many benefits. “We’re seeing a resurgence in them,” says Matheson, managing director of Matheson Financial Advisors in Falls Church, Va. “There’s a growing trend.”
We examine labor productivity in small, medium, and large firms that broadly distribute stock options under starkly different market conditions – during the bull (1995-1997) and bear (2000-2002) stock markets. We find greater labor output in both upward and downward markets in all firm size categories, with the exception of small firms in a declining market, where the productivity is also greater, but the statistical significance of the result is weak.
This paper examines the productivity effect of the adoption of executive and broad-based stock options. The findings include a positive impact on productivity after the introduction of both executive and broad-based stock options.
The survival rate of worker cooperatives and employee-owned firms in market economics appears to equal or surpass that of conventional firms. But they typically return a different combination of economic benefits to their member-owners than do conventional firms…
This paper analyses data on 490 companies with broad-based stock option plans, matched to data from Compustat in order to compare their characteristics and performance to that of other public companies.