This study compares the corporate performance in 1990/91 of two groups of public companies: those in which employees owned more than 5% of the company's stock, and all others. The results are not consistent with either highly positive or negative views of employee ownership. Where differences are found, they are favorable to employee ownership, especially among companies of small size. The circumstances in which employee ownership was implemented--specifically, whether it was part of a wage/benefit concession package and whether there was a takeover threat--do not appear to have had a significant effect on the 1990 performance levels or 1980-90 performance growth of the firms. Although the authors caution that the data do not permit clear tests of causality, these results are broadly consistent with those of past studies.

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.

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.

Employee Ownership Through ESOPs: Implications for the Public Corporation summarizes the large body of literature on employee stock ownership plans (ESOPs) and the phenomenon of employee ownership. The author has discovered and reviewed over 700 articles on the subject in academic and professional journals of business, labor, law, and social science since 1973. The study is divided into four parts. The first part examines law, public policy, and regulation; the status of ESOPs in the publicly held corporation; corporate uses and labor-management roles; the impact of the ESOP on labor-management cooperation and the economic performance of firms; and the future of employee ownership. The second part presents selected case studies which illustrate the range of corporate uses and benefits to workers and the difficult issues these raise. The third part presents abstracts of articles or books that are central to understanding the major findings and implications of employee ownership and gaining an ordered introduction to the field. The fourth part includes references to these abstracted materials and to the subjects discussed in the first and second sections. This study emphasizes the significance of employee ownership to corporate officers, middle managers, union officials, and/or local labor representatives and employee leaders who are associated with a publicly held company.

The historical relationship between capital and labor has evolved in the past few decades. One particularly noteworthy development is the rise of shared capitalism, a system in which workers have become partial owners of their firms and thus, in effect, both employees and stockholders. Profit sharing arrangements and gain-sharing bonuses, which tie compensation directly to a firm’s performance, also reflect this new attitude toward labor. Shared Capitalism at Work analyzes the effects of this trend on workers and firms. The contributors focus on four main areas: the fraction of firms that participate in shared capitalism programs in the United States and abroad, the factors that enable these firms to overcome classic free rider and risk problems, the effect of shared capitalism on firm performance, and the impact of shared capitalism on worker well-being. This volume provides essential studies for understanding the increasingly important role of shared capitalism in the modern workplace.