Search results

Area labor-management committees (ALMCs) have been established in over 40 American communities. These committees have the potential, not always realized, to improve dramatically the legitimacy and power accorded to unions at the community level. While separate from the collective bargaining process, ALMCs do contribute to improved communications and other changes at the bargaining table. They also can serve as a unique forum to assist local employers and unions interested in establishing work-site labor-management committees and in exploring the quality of work-life. Finally, these local labor management organizations stand as a microcosm and as a potentially important element in a national industrial policy.

Cover -- Copyright -- Table of Contents -- List of Exhibits and Tables -- Preface -- Acknowledgments -- Contributors -- Section 1. Social Impact Case Method Teaching -- Advancing Social Impact Through Case Studies -- Section 2. Social Impact Entrepreneurship Cases -- Case 2.1. Brenna Schneider at 99Degrees -- Case 2.2. The Kindness of Human Milk: The Founding of Mothers' Milk Bank Northeast -- Section 3. Social Impact Finance Cases -- Case 3.1. Engage or Divest? Trillium Asset Management, Facebook Governance, and Shareholder Advocacy -- Case 3.2A. SAMRIDH Blended Finance Facility: Accelerating Pandemic Response and Building Equitable Health Systems in India (A) -- Case 3.2B. SAMRIDH Blended Finance Facility: Accelerating Pandemic Response and Building Equitable Health Systems in India (B) -- Section 4. Social Impact Strategy Cases -- Case 4.1. HopeWell, Inc. -- Case 4.2A. Tufts Medicine Health Care System: Merging Hospitals in a New Model (A) -- Case 4.2B. Tufts Medicine Health Care System: Merging Hospitals in a New Model (B) -- Case 4.3. Aligning Transition Supports and Services for Students With Disabilities -- Case 4.4. The Native Plant Ordinance Meeting -- Section 5. Social Impact Operations Cases -- Case 5.1. Boston MedFlight: Leveraging Data to Design a New Helicopter Algorithm -- Case 5.2. Ford Hall 2015 -- Case 5.3. The Interfaith Worker Rights Council Call Center -- Section 6. Social Impact Marketing Case -- Case 6.1. JA Worldwide: Creating a Global Brand -- Section 7. Social Impact Human Resources Cases -- Case 7.1. Breaking Down Silos to Build Collaborative Systems -- Case 7.2. The Unit-­Based Team Meeting.

This article extends understanding of how institutional factors influence the degree to which employee stock ownership plans (ESOPs) are or are not democratically structured. It examines how factors such as union member participation, industry, age of the ESOP, ownership structure and firm size influence a range of ESOP attributes, including: level of employee ownership, stock allocations, vesting and voting practices and the extent of employee participation in administration and decision-making. Based on a survey of 68 ESOPs, we found that when bargaining unit workers participated in an ESOP, the plan tended to be more participative and egalitarian. By contrast, the other factors examined had relatively little impact. These findings have important implications for unions, managers and policy-makers around what form of ESOP to advance.