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Frontmatter -- Contents -- Preface -- Acknowledgments -- 1. Employee Ownership: Performance, Prospects, and Promise / Rosen, Corey -- 2. Employee Stock Ownership Plans in the United States / McWhirter, Darien A. -- 3. Non-ESOP Alternatives / Steiner, Sue -- 4. Theory O: The Ownership Theory of Management / Young, Karen M. -- 5. Employee Ownership and Community Economic Development / Segarra, Lauren -- 6. Stock Ownership Plans Abroad / Durso, Gianna / Rothblatt, Raul -- 7. Conclusion: What Next? / Young, Karen M. / Rosen, Corey -- A Primer on Business / Rosen, Corey -- Resource Guide -- Notes -- About the Authors -- Index

THE UNIVERSITY OF MICHIGAN ESTIMATES THAT MORE THAN 1000 FIRMS IN THE U.S. HAVE SOME FORM OF DIRECT WORKER STOCK OWNERSHIP. OF THESE A FAR SMALLER PERCENTAGE ARE OWNED BY A WORKER MAJORITY WITH VOTING RIGHTS. THIS ARTICLE EXPLORES THE PROCESS OF WORKER TAKEOVER IN A SLAUGHTER PLANT IN WATERLOO, IOWA. WORKER ATTITUDES ARE RECORDED, DURING THE TRANSITION AND NOW, TWO YEARS LATER.

"The pandemic and its aftermath have impacted the healthcare landscape in ways that are still unfolding. Many pre-existing challenges have been significantly exacerbated. Stress and burnout levels increased dramatically, and especially hard hit have been nurse managers. Surveys predict alarmingly severe staffing shortages, including as many as 450,000 nurses before the end of the decade. And the erosion of trust at all levels has been made worse by corporate consolidation and waves of what have been called copycat layoffs. Using construction as their metaphor, authors Joe Tye and Bob Dent make a compelling case that a healthcare organization's invisible architecture-a foundation of core values, a superstructure of organizational culture, and the interior finish of workplace attitude-is no less important than its visible architecture. Further, they assert that culture will not change unless people change, and people will not change unless they are inspired to do so and given the right tools. This multi-AJN award winning, fully updated third edition of Building a Culture of Ownership in Healthcare takes readers on a journey from accountability to ownership-providing a proven model, strategies, and practical solutions to help improve organizational culture in the healthcare setting. Readers will learn how investing in their organization and their people can enable a significant, successful change in productivity; employee engagement; nurse satisfaction, recruitment, and retention; quality of care; patient satisfaction; and financial outcomes. This new edition will include strategies to enhance bilateral loyalty and rebuild trust; promote emotional safety to complement psychological safety, including planning and caring for Covid's emotional long haulers; and foster a Proceed Until Apprehended mindset that encourages creativity, innovation, and problem-solving. It will be packed with many new examples from inside and outside of healthcare. This edition will also share the Assess-Inspire-Engage-Sustain Model for Cultural Transformation and show how the Growth-Impact Model can be used to shape a Culture of Ownership that achieves growth along the dimensions of scope and scale and impact along the dimensions of reach and depth. Building a more positive Culture of Ownership has never been more important."

AbstractIn a recent article Wilson explores the origins and explanation of ownership (property) as a custom, and argues that the custom of ownership is the primary concept and that property rights are subordinated to ownership. I argue that Wilson's subordination argument is unpersuasive; the linguistic evidence used by Wilson fits better with the concept of possession; and ownership is not a human universal.

This study found that involvement in employee ownership-positive feelings about the program and participation in ownership opportunities-varied by occupation. Highest status employees were most involved. Lower status employees were either uninvolved or cynical about the program. Involvement also varied as a result of union commitments. Employees who favored a union which did not support ownership were less involved in the ownership program.

Invisible Architecture -- From Accountability to Ownership -- The Foundation of Core Values -- The Superstructure of Organizational Culture -- The Interior Finish of Workplace Attitude -- Blueprinting a Culture of Ownership -- Three Essential Elements of a Culture of Ownership -- Personal Values and Organizational Values -- The Four Dimensions of Transformational Leadership -- Anatomy of a Change Movement : What the Movement to Ban Public Smoking Has to Teach Healthcare Leaders About Culture Change.