Suchergebnisse

The history of partnership capitalism -- It all began with Shockley -- The soul of a new corporation : how high-tech companies institutionalized partnership capitalism -- The soul of an old corporation : from Thales to executive stock options -- Sharing the company with employees -- How high-tech firms share the wealth -- Why companies hand out new options every year -- What shareholders gain by giving up some of their ownership -- The evidence that stockholders come out ahead -- A new corporate model -- Top-down capitalism : what would have to change in corporate America -- Partnership capitalism : how to put it all together. Conclusion

In the early 1970s employee ownership was on the fringes of public consciousness. Within the last few years, in various forms, employee ownership has emerged as a growing trend demanding attention from Congress, management, and union and community leaders. Over this same period the reaction of union leaders has shifted from indifference mingled with skepticism or hostility to growing interest balanced by ambivalence. The first step toward union policy development is a review of past experience and an examination of current trends.

In the early 1970s employee ownership was on the fringes of public consciousness, but within the last few years it has emerged as a growing trend, demanding attention from Congress, management, & union & community leaders. Over this same period, the reaction of union leaders has shifted from indifference mingled with skepticism or hostility to growing interest balanced by ambivalence. The first step toward union policy development is a review of past experience & an examination of current trends. HA.

ADMINISTRATION OF EMPLOYEE-OWNED OR WORKER COOPERATIVE FIRM MUST PROVIDE 2 CONCEPTUALLY SEPARABLE FUNCTIONS: ORGANIZATIONAL GOVERNANCE AND MANAGEMENT OF WORK. MODELS TENDING TO SHAPE THINKING OF DESIGNERS OF ORGANIZATION ARE: AUTHORITARIAN, BARGAINING, AND TOWN MEETING OR COMMUNITY DEMOCRACY. SELF-MANAGEMENT IN YUGOSLAVIA, ISRAELI KIBBUTZIM, MONDRAGON COOPERATIVE, EMPLOYEE OWNERSHIP IN US REVIEWED.

The administration of the employee-owned or worker cooperation firm must provide for two conceptually separable functions: organizational governance & the management of work. Three theoretical models tend to shape the thinking of those who design the organization: authoritarian, bargaining, & town meeting or community democracy. The experience of self-management in Yugoslavia, the Israeli kibbutzim, the Mondragon cooperative system, & employee ownership in the US is reviewed. It is concluded that the model best designed to favor the growth of employee ownership in the US will be one that combines certain features of all three theoretical models. 1 Table, 19 References. HA.

ABSTRACTThis article examines the development of expanding support for worker ownership in the United States. The authors provide a brief review of the various types of legislation, both at the state and federal levels, drafted on worker ownership. They also provide a discussion of the problems in establishing and maintaining a worker‐owned firm such as worker access to the idea of worker ownership, time to evaluate, discuss, and learn about the proposal, and judge if it is applicable to their situation. Other problems include training workers for new skills, such as management, and improving productivity. Finally, the authors present various requirements for implementation of wide‐scale workers ownership. The requirements include consulting groups which can help workers design, establish, and evolve participation in worker‐owned firms, the development of worker ownership programs in all unions to identify ownership opportunities, and the development of federations of worker‐owned firms to identify common problems, work to loosen credit sources and even evolve their own banks for capital.

An examination of the development of expanding support for worker ownership in the US. The various types of state & federal legislation on worker ownership are reviewed. The problems in establishing & maintaining a worker-owned firm are discussed, eg, worker access to the idea of worker ownership, & time to evaluate, discuss, & learn about the proposal, & to judge if it is applicable to their situation. There are other problems. Workers have to be trained for new skills, & requirements for implementation of wide-scale worker ownership must be met. Consulting groups to help workers design, establish, & evolve participation in worker-owned firms will have to be found. Worker ownership programs must be developed in all unions to identify ownership opportunities; & federations of worker-owned firms need to evolve to identify common problems, work to loosen credit sources, & even create their own banks for capital. Modified HA.