Employee Ownership and Employee Involvement at Work:

Case Studies
Index
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Work: Case Studies. Published online: 23 Apr 2018; 221-229.
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 Index
Asset accumulation process, 158
Asset development theory, 156–157
Atlas Container Corporation
cardboard box industry, 195
competitive advantages
brokers and sheets, 211
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customer service, 210–211
sustainability, 211–212
competitive disadvantages
aging workforce, 215
competition, 212–213
product quality, 213–214
purchasing paper, 215
technology, 214–215
contingent/skill-based rewards,
217
culture
business philosophy, 196
democracy, 199–200
egalitarianism, 198–199
entrepreneurship, 197–198
mutual accountability, 200
transparency, 200–202
employee ownership, 202–204
ESPP (Employee Stock Purchase
Plan), 202
high-performance work system
(HPWS), 216, 218
history, 195
human resource management
drug policy, 207
employee assistance, 205–206
221
employee-related costs, 205
health care, 207
organizational culture, 204
performance and rewards,
209–210
policy, 204
recruiting, 207–208
safety culture, 206
training and development,
208–209
information sharing, 216–217
limitations, 218
market and product competition,
194
multi-skill training, 217
ongoing training, 217
participative decision-making,
216
production process, 196, 197
suggestion systems/meetings,
217
TEAMS/TEAMWORK, 216
TQM/quality circles, 216
Autoparts, Japan, 109–111, 113
continuous improvement, 114
discrete innovation, 114–115
innovation activities, 113
employee-matched retirement
accounts, 157
Employee Stock Ownership Plans
(ESOPs), 155–156
 222
gender wealth gap, 158–159
JEBA Manufacturing and
Supply Inc. (see JEBA
Manufacturing and
Supply Inc.)
job benefits, 157
organizational outcomes, 158
productive benefits, 155
psychological and material
benefits, 155
quality jobs, 158
racial wealth gap, 160
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shared capital organizations,
154
tuition benefits and job training,
157
Bivariate relationships
correlation matrix, 58, 59
Job Type
and ATMO, 57, 58
and COOPER, 58
organizational atmosphere, 57
psychosocial outcome variables,
56
WAP
and ATMO, 56, 57
and COOPER, 57
Blue-collar workers, 67
Broad-based participatory
management practices, 181
Business unionism. See Denver’s taxi
driver union-cooperatives
Caja Laboral, 12–13
Career advancement and succession
planning
compensation and benefits, 90–91
cross training occurs/duties, 88–89
“successor generation,” 89
training and development, 89–90
Index
Carris Reels
decision-making, 180
early board activity and planning,
185–187
employee-owned companies, 182
employee-participatory board,
187–189
Employee Stock Ownership
Plans (ESOPs), 184
governing bodies, 184–185
history, 181
Long Term Plan (LTP), 181–184
structure, 184
Cash flow stress, 20
Central Inter-Cooperation Fund
(CIF), 11, 14
CNA-CATA, 26
Communication Workers of America
(CWA) union, 123
Competitive pressure, Japan
autoparts, 109–111, 113
continuous improvement, 114
discrete innovation, 114–115
innovation activities, 113
decision-making, 106
high-end products, 115
high-performance work system
(HPWS), 106–107, 113
Japan Small Business Research
Institute (JSBRI), 113
low-end products, 115
market share loss, 115
metal, 111–113
participatory management
practices, 106
problem-solving activities, 107
product market competition, 109
self-management, 106
Small Group Activities (SGAS),
107–108
 Index
steel manufacturing process, 116
training and development
programs, 107
Contingent/skill-based rewards, 217
Co-op conservatism. See Denver’s
taxi driver
union-cooperatives
Cooperative Education and
Promotion Fund
(CEPF), 14
Cooperative Home Care Associates
(CHCA), 68
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Cooperative self-employment
networks, 130
Corporate funds, 21, 22
Degeneration theory, 8
Demand-based work calendar, 13
Denver’s taxi driver
union-cooperatives
Communication Workers of
America (CWA) union, 123
“flexibility” and
“disorganization,” 122
Green Taxi, 135–136
independent contractors, 122
job consciousness vs. class
consciousness, 123
accommodationist approach,
125
capital–labor relations, 126
“class struggle” and
“accommodation,” 124
economic democracy, 126
electoral system, 125
Employee Stock Ownership
Plans (ESOPs), 127
labor partnerships, 123–124
labor unions, 124–125
profit-making, 126
223
Progressive Labor Party, 124
sharing model, 128
transformational strategy, 126
unionized worker cooperatives
(see Unionized worker
cooperatives)
worker cooperative control, 126
non-NLRB strategies, 132
“sharing economy” liberation
community economies, 129
cooperative self-employment
networks, 130
Fair Labor Standards Act
(FLSA), 128
free-market ride-sharing
platforms, 131
independent contractor, 128
medallion system, 128
permissionless innovation, 129
“solo self-employment”
companies, 130
taxi licenses, 128
transportation network
companies (TNC), 129
Uber and Lyft models,
131–132
Union Taxi, 133–135
US Bureau of Labor Statistics,
122
“worker–owner” model, 133
Department of Human Resources
of the Mondragon
Group, 9
Descriptive statistics
employee perception predictor
variables, 54–55
organizational identification, 56
promotion policy (PROMO), 55
representative bodies (REP), 55
standard deviations, 54
 224
Economic environment
Great Recession, 97–99
stock market, 96
Ekimen Berri, 22–23
Employee-participatory board,
187–189
Employee Stock Ownership Plan
(ESOP)
Carris Reels (see Carris Reels)
challenges, 83–84
characteristics, 81
JEBA Manufacturing and Supply
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Inc.
benefit receipt, 165
development, 163
ownership accounts, 165–167
participation, 164
structure, 164
vesting, 164–165
vision/mission, 163–164
job consciousness vs. class
consciousness, 127
low-income workers, 155–156
management, 81
pride, 81–83
role of, 80
“Employment Aid” benefit, 13
Evidence-based measures, 39
Extrinsic satisfaction model,
43, 45
Fagor Electrodomésticos (FED)
Group, 8
crisis management, 18–20
CNA-CATA, 26
corporate funds, 21, 22
Ekimen Berri, 22–23
“Employment Aid” benefit,
21, 23
employment office, 24
Index
employment supply and
demand diagnosis, 25
extraordinary funds, 23
financial distress, 22
Lagun Aro’s regulations, 25
non-cooperative organization,
21
profit-pooling criteria, 21
social implications, 21
social management
department, 24
solutions for, unemployed
members, 27
success factors, 28–30
training program, 27
vocational retraining plan, 26
economic and financial
indicators, 9
economy and expectations, 18
financial conditions, 16
household appliances industry,
16
market share, 17
net financial debt/EBITDA
ratio, 18
origins of, 16
phase, 20
production capacity, 17
small domestic appliances, 17
“strategy for change” report, 17
Fair Labor Standards Act (FLSA),
128
Finance, 95–96
Financial capital, 168
Financial participation schemes, 2
Gender wealth gap, 158–159
Global Great Recession, 2
Green Taxi, 135–136
Grounded theory approach, 79
 Index
High performance work system
(HPWS), 101, 106–107, 113
Household appliances industry, 16
Human capital, 168–169, 174–175
Human resources
Atlas Container Corporation
drug policy, 207
employee assistance, 205–206
employee-related costs, 205
health care, 207
organizational culture, 204
performance and rewards,
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209–210
policy, 204
recruiting, 207–208
safety culture, 206
training and development,
208–209
shared ownership, 87
staffing, 87–88
Industry competition, 99–101
Information sharing, 216–217
Instrumental satisfaction model,
43, 44
Inter-cooperation mechanisms,
Mondragon
Central Inter-Cooperation Fund
(CIF), 14
characteristics, 8
competitiveness, 9–10, 15
cooperative principles, 8
degeneration theory, 8
evolution of, 10
financial area and social
protection, 12–13
history of, 10–11
Inter-Cooperative Education and
Promotion Fund (IEPF),
14–15
225
Inter-Cooperative Solidarity
Fund (ISF), 15
intrinsic democratic and social
character, 8
profit pooling, 13–14
solidarity, 9, 12
survival rate, 8
ULMA Architectural Solutions
(see ULMA Architectural
Solutions)
Inter-Cooperative Education and
Promotion Fund (IEPF),
11, 14–15
Inter-Cooperative Solidarity Fund
(ISF), 11, 15
Intrinsic satisfaction model, 43, 44
Japan Small Business Research
Institute (JSBRI), 113
JEBA Manufacturing and Supply
Inc.
education and advancement,
170–171
employee profile, 162–163
Employee Stock Ownership Plan
(ESOP)
benefit receipt, 165
development, 163
ownership accounts, 165–167
participation, 164
structure, 164
vesting, 164–165
vision/mission, 163–164
feedback/input, 168
financial capital, 168, 173–174
history, 161–162
human capital, 168–169,
174–175
incentivizes cost reduction, 169
incentivizes quality, 169
 226
leadership development and
practice, 169–170
leadership’s role, 169
mutuality culture, 167
participation, 171–172
peer commitment, 170
relationship building, 168
retention improvement, 169
social capital, 172–173
succession planning, 168
vision/mission, 162
wage + benefit growth, 171
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wealth/asset-building, 172
Lagun Aro, 13
Long Term Plan (LTP), 181–184
Low-income workers
asset accumulation process,
158
asset-based analyses, 160–161
asset development theory,
156–157
economic mobility and
opportunity, 154
employee-matched retirement
accounts, 157
ESOPs, 155–156
gender wealth gap, 158–159
JEBA Manufacturing and
Supply Inc. (see JEBA
Manufacturing and
Supply Inc.)
job benefits, 157
organizational outcomes,
158
productive benefits, 155
psychological and material
benefits, 155
quality jobs, 158
racial wealth gap, 160
Index
shared capital organizations,
154
tuition benefits and job
training, 157
Mid South Building and Supply
(MSBS)
career advancement and
succession planning
compensation and benefits,
90–91
cross training occurs/duties,
88–89
“successor generation,” 89
training and development, 89–90
economic environment
Great Recession, 97–99
stock market, 96
employee-owned enterprise, 78
Employee Stock Ownership Plan
(ESOP)
challenges, 83–84
characteristics, 81
management, 81
pride, 81–83
role of, 80
finance, 95–96
grounded theory approach, 79
human resources
shared ownership, 87
staffing, 87–88
industry competition, 99–101
limitations, 102
marketing, 94–95
operations and logistics
advantage, 91
economic periods, 91
process, 92
subcontractor installers,
92–93
 Index
organizational culture
top management leadership,
84–86
workplace atmosphere, 86–87
quantitative research, 78
revenue and profits, 80
sales, 93–94
technological environment, 99
US economy, 79
Mondragon Corporación
Cooperativa (MCC), 11
Multi-skill training, 217
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Multivariate analyses
ATMO, 60
COOPER, 61–62
EDUC–ATMO relationship, 63
employee perception variables, 62
Job Type, 62, 63, 65
outcome variables, 58
working conditions and
participation (WCON), 64
National Center For Employee
Ownership (NCEO), 181
New Economics of Participation
(NEP), 1, 2
Ongoing training, 217
“Open-door” leadership approach,
84
Organizational culture, 43
top management leadership,
84–86
workplace atmosphere, 86–87
Participative decision-making, 216
Pre-retirement, 13
Principal Components Analysis
(PCA), 50–53
Profit-pooling criteria, 21
Progressive Labor Party, 124
227
Racial wealth gap, 160
Relocation, 13
Severance compensation, 13
“Sharing economy” liberation
community economies, 129
cooperative self-employment
networks, 130
Fair Labor Standards Act
(FLSA), 128
free-market ride-sharing
platforms, 131
independent contractor, 128
medallion system, 128
permissionless innovation, 129
“solo self-employment”
companies, 130
taxi licenses, 128
transportation network
companies (TNC), 129
Uber and Lyft models, 131–132
Sharing model, 128
Small Group Activities (SGAS),
107–108
Social capital, 172–173
Social council (SC), 53
Social welfare services, 10
Socioeconomic development, 10
“Solo self-employment” companies,
130
Suggestion systems/meetings, 217
TEAMS/TEAMWORK, 216
TQM/quality circles, 216
Transportation network companies
(TNC), 129
Uber and Lyft models, 131–132
ULMA Architectural Solutions
(UAS)
 228
analytic plan, 53–54
bivariate relationships
correlation matrix, 58, 59
Job Type and ATMO, 57, 58
Job Type and COOPER, 58
organizational atmosphere, 57
psychosocial outcome
variables, 56
WAP and ATMO, 56, 57
WAP and COOPER, 57
blue-collar workers, 67
competitiveness, 39
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Cooperative Home Care
Associates (CHCA), 68
cooperative perceptions
(COOPER) measures, 49
descriptive statistics
employee perception predictor
variables, 54–55
organizational identification,
56
promotion policy (PROMO),
55
representative bodies (REP), 55
standard deviations, 54
employee-owned and cooperative
firms issues
employee–owner perceptions,
42
Employee Stock Ownership
Plans (ESOPs), 40
extrinsic satisfaction model,
43, 45
instrumental satisfaction
model, 43, 44
intrinsic satisfaction model,
43, 44
organizational culture, 43
ownership expectations, 45
performance advantages, 46
Index
psychological orientations, 45
psychosocial effects, 40
substantial employee financial
participation, 41
variables’ organizational
commitment and
identification, 42
worker cooperative companies,
40
evidence-based measures, 39
governance and management
bodies, 40
industrial restructuring/recession,
39
management/supervisory
practices, 66
multivariate analyses
ATMO, 60
COOPER, 61–62
EDUC–ATMO relationship,
63
employee perception variables,
62
Job Type, 62, 63, 65
outcome variables, 58
working conditions and
participation (WCON), 64
organizational dynamics, 39
organizational identification
(IDENT), 53
organizational identification and
commitment, 66
Principal Components Analysis
(PCA), 50–53
procedure, 48
promotion (PROMO), 53
qualitative research, 68
quantitative data, 38
quantitative investigations, 67
research site, 46
 Index
sample, employee characteristics,
46–47
social council (SC), 53
survey instrument, 48–49
white-collar workers, 67
work area practices (WAP), 53
work atmosphere (ATMO), 49
worker-owned enterprise, 38
work force, 40
workplace and management
practices, 49
Unemployment, 13
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Unionized worker cooperatives
economically driven worker
cooperatives, 137–141
governance structure, 141–142
labor unions, 137
political lobbying vs. leadership
development
229
Congress of South African
Trade Unions (COSATU),
145
Cooperative Home Care
Associates (CHCA), 143
CWA 7777 union, 142
labor union role, 143, 144
organizational change, 147
professional organizers, 146
Worker Cooperative Industry
Research Series, 142–143
Union Taxi, 133–135
US Bureau of Labor Statistics, 122
Vocational retraining plan, 26
White-collar workers, 67
Worker cooperative control, 126
“Worker–owner” model, 133