Employee share ownership is generally put forward as a method of strengthening social ties in the company and a tool for sharing the fruits of growth. The COVID-19 pandemic has inflicted permanent financial damage to businesses and, unfortunately, forced them to consider worst-case-scenarios to mop up liquidity problems. In order to reduce the social cost of the crisis to preserve jobs, companies are called upon to act in solidarity with their employees by promoting employee share ownership. Employee Share Ownership and Impacts on Organizational Value and Behavior gathers informational feedback on the practice of employee share ownership and its effects on the attitude and value of companies and its ability to alleviate the financial damage of the COVID-19 pandemic. Covering topics such as family firms, attitudinal effects, and quality of governance, this book provides an essential resource for employee ownership professionals, business managers, researchers, politicians, decision makers, cooperative businesses, business students, professors, researchers, and academicians.

Employees helps improve lives and creates a more dynamic economy. Throughout the book, the authors analyze and demonstrate how models of shared ownership can serve as building blocks towards shared prosperity and help counter the growing income disparity faced by many nations. (ITESO), (ITESO, Universidad)

Employee ownership is the fastest growing organizational trend in American business. Instances of workers buying out closing plants, unions granting wage concessions in exchange for an employer's stock, and corporations using employee stock ownership as a defense against takeovers are occurring more frequently. But is the movement toward employee ownership a significant new trend or a repetition of past mistakes? Sharing Ownership in the Workplace traces the history of employee ownership in the United States and Western Europe to its incipiency in the nineteenth century. The findings are disturbing--labor-owned business tend to revert to conventional organizational structure. This book examines this phenomenon, an understanding of which is crucial for assessing the prospects of the emerging generation of employee-owned firms. It presents three contemporary case studies of businesses that have been employee owned for generations--scavenger firms, taxi cooperatives, and professional group practices--to determine what causes them to fail and what makes for successful labor-controlled operations. Throughout Russell integrates various ideological perspectives on worker-owned organizations, citing theorists as diverse as Karl Marx, Max Weber, Sidney and Beatrice Webb, Louis Kelso, and Peter Drucker. Special attention is paid to the processes that lead to employee ownership, cause it to spread, and either to endure or to degenerate over time.

Using data from an extensive study of employee-owned companies in Ohio, where employee ownership is a well-developed trend, this book offers a strong empirical portrait of firms with Employee Stock Ownership Plans (ESOPs). It describes how these plans work and places their emergence and change in a historical context. John Logue and Jacquelyn Yates examine firms that have succeeded in employee ownership and those with failed plans. Some companies, they find, are committed to the concept of employee ownership, and others merely use ESOPs as a financing tool.Detailed information resulting from multiple surveys allows the authors to draw well-grounded conclusions regarding the question of why some employee-owned firms outperform others. The bottom line, they find, is that employee-owned firms that "do it all," implementing features such as employee participation and communication about finances, training, and cultural change, systematically outperform their conventional competitors. They also have an advantage over firms that understand employee ownership incompletely, if it all, and yet claim to adopt its methods.