Index
Employee Ownership and Employee Involvement at Work: Case Studies
ISBN: 978-1-78714-520-7, eISBN: 978-1-78714-519-1
ISSN: 0885-3339
Publication date: 8 May 2018
This content is currently only available as a PDF
Citation
(2018), "Index", Berry, D. and Kato, T. (Ed.) Employee Ownership and Employee Involvement at Work: Case Studies (Advances in the Economic Analysis of Participatory & Labor-Managed Firms, Vol. 18), Emerald Publishing Limited, Leeds, pp. 221-229. https://doi.org/10.1108/S0885-333920180000018010
Publisher
:Emerald Publishing Limited
Copyright © 2018 Emerald Publishing Limited
INDEX
Asset accumulation process
, 158
Asset development theory
, 156–157
Atlas Container Corporation
cardboard box industry
, 195
competitive advantages
brokers and sheets
, 211
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
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
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
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
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
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
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
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
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 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
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
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
, 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
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
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
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
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
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
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
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)
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
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
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
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
Unionized worker cooperatives
economically driven worker cooperatives
, 137–141
governance structure
, 141–142
labor unions
, 137
political lobbying vs. leadership development
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
- Prelims
- Introduction
- Inter-Cooperation Mechanisms in Mondragon: Managing the Crisis of Fagor ElectrodomÉsticos
- ULMA Architectural Solutions: A Case from the Mondragon Cooperative Group
- Mid South Building and Supply: Surviving the Great Recession
- Employee Involvement Under Rising Competitive Pressure: Evidence from Two Manufacturing Firms in Japan
- Limitations of Business Unionism and Co-Op Conservatism: A Case Study of Denver’S Taxi Driver Union-Cooperatives
- Structuring Firms to Benefit Low-Income Workers: An Employee Ownership Case Study
- Board Structure at Carris Reels: A Participatory ESOP Company
- Atlas Container Corporation: Thinking Outside the Box
- Index