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Using a population study, we provide evidence on the important but understudied issue of company survival under employee ownership, as well as on the performance effects of employee ownership and the issue of whether employee ownership substitutes for other pension benefits.

Company survival and pension benefits are assessed using a unique dataset from Dun & Bradstreet of privately held Employee Stock Ownership Plan (ESOP) companies over the 1988–1999 period, matched to non-ESOP companies in the same industry. Performance is assessed using pre/post-comparisons of ESOP adopters in the 1988–1994 period.

Privately held ESOP companies in 1988 were only half as likely as non-ESOP firms to go bankrupt or close over the 1988–1999 period, and only three-fifths as likely to disappear for any reason. The ESOP companies had significantly higher post-adoption annual employment and sales growth, along with higher sales per employee. ESOP companies are four times more likely than their non-ESOP pairs to have defined benefit pension plan and other forms of defined contribution plans.

The greater survival was not explained by higher productivity, or by greater compensation flexibility. The higher survival may instead be tied to complementary policies adopted along with ESOPs to create a more committed and engaged workforce that contributes ideas to enhance survival and is more flexible when economic difficulties arise. The pension results are consistent with other studies on compensation under employee ownership, suggesting that employee ownership is generally used as a form of efficiency wage to provide above-market compensation.

Higher survival among ESOP companies could result in lower job loss and unemployment, potentially providing a public policy rationale for support of employee ownership.

The chapter provides the first examination of company survival in privately held ESOP companies, and one of the few examinations of how ESOPs relate to other pension benefits.

Research on employee ownership has focused on questions of productivity, profitability, and employee attitudes and behavior, while there has been little attention to the most basic measure of performance: survival of the company. This study uses data on all U.S. public companies as of 1988, following them through 2001 to examine how employee ownership is related to survival. Estimation using Weibull survival models shows that companies with employee ownership stakes of 5% or more were only 76% as likely as firms without employee ownership to disappear in this period, compared both to all other public companies and to a closely matched sample without employee ownership. While employee ownership is associated with higher productivity, the greater survival rate of these companies is not explained by higher productivity, financial strength, or compensation flexibility. Rather, the higher survival is linked to their greater employment stability, suggesting that employee ownership companies may provide greater employment security as part of an effort to build a more cooperative culture, which can increase employee commitment, training, and willingness to make adjustments when economic difficulties occur. These results indicate that employee ownership may have an important role to play in increasing job and income security, and decreasing levels of unemployment. Given the fundamental importance of these issues for economic well being, further research on the role of employee ownership would be especially valuable.

A company as an entity could cease to exist owing to its merger and dormancy in activity. The latter can be attributed to two causes – unsustainability of present state of production or shell companies. Therefore, three questions are posed – one, why do companies merge, two – why do companies shut down and third – of those that disappear can they be identified as shell.

The motives for each of these cases of disappearance of a company are enlisted and a firm-level analysis is undertaken where each firm is compared with a counterfactual.

It is found that companies that survived despite the inefficiencies and smaller market shares were the ones that had some foreign affiliation and were unrelated to existing business entities. On the other hand, the dormancy or shutdown can be attributed to lack of access to imported technology and low shares of market with dismal profitability. With the growing intensity of globalisation, the Indian corporate sector is now more prone to global economic conditions. Lastly, the disappearance or shutdown of companies that may have been used for tax avoidance is supported by the data.

The present study is the first to amalgamate and discuss various the causes for shutdown of companies. Further, the methodology adopted is unique in terms of the use of counterfactuals.

Many corporations engage in corporate social responsibility (CSR) activities voluntarily, but there is an ongoing debate about whether the government should intervene in CSR, particularly in countries with challenging institutional contexts. While some have argued that CSR should remain a discretionary exercise, as any attempt to make CSR mandatory through any form of state intervention will negate the meaning and objectives of CSR. However, drawing on the institutional theory, this chapter argues for the need to have some form of legislated CSR for banks operating in countries with challenging institutional contexts. The chapter further acknowledges that a universal CSR framework would be difficult to achieve due to differences in institutional contexts between countries; consequently, the nature, scope, and application of CSR legislation would vary significantly amongst countries as CSR is context dependent. Nonetheless, given the crucial role banks plays in society besides acting as the country's payment system, banks also transform illiquid liabilities into liquid assets, therefore making the banks the drivers of national economic developments globally. Governments in developing and emerging markets (DEMs) should ensure that banks' CSR initiatives are not only meaningful but also impactful by implementing a limited legislated CSR framework. This framework would require banks to establish a CSR committee of the board, make mandatory non-financial disclosures on their CSR activities in their Annual Reports, provide mandatory CSR continuous professional development (CPD) training for bankers, and mandate banks to contribute a certain percentage of their yearly profits before tax to agreed CSR initiatives, among other requirements.

Chapter 4 addresses the importance of internal knowledge cultures. It provides a deeper dive into how internal knowledge cultures can contribute to a company’s performance. The authors explain how knowledge culture shapes practical knowledge processes and fosters intellectual capital. The authors also provide insights into a critical knowledge paradox and discuss the interplay of knowledge paradoxes and cultural collisions. The chapter is supported by practical use cases that illustrate the points in the chapter.

Academic knowledge can be put to use in a commercial environment in several ways. One such mechanism to transfer knowledge to the market place is the start of a new, separate company, termed an academic spin-off company, with the aim to commercially develop and exploit the knowledge generated in the university (Fontes, 2003). In 1999, the Dutch Ministry of Economic affairs published a paper stating that the number of high-tech start-ups in the Netherlands lags behind compared to other EU countries and the United States. Subsequently, initiatives were started to stimulate commercial exploitation of knowledge generated within universities. A specific initiative by the Dutch government in the area of the Life Sciences was the so-called Biopartner programme. This was started in 2000 with the objective to enhance the business climate for start-ups in the Life Sciences and to realize 75 start-ups within 5 years (Dutch Ministry of Economic Affairs, 1999). Actions were directed toward increasing awareness, stimulating starters, establishing facilities like a seed fund and academic incubators, and promoting the commercialization of academic knowledge within universities. A few years later, the Technopartner program and the Valorization Grant were implemented with similar instruments aiming at scientists in universities (Dutch Ministry of Economic Affairs, 2003).

This chapter aims at examining financial distress issue by designing a comprehensive model to explain and predict financial distress in Egypt. This comprehensive model incorporates accounting ratios, market-based ratios and macroeconomic ratios. The sample of the existing research includes all the listed firms in two main sectors: basic resources and chemicals. Using logistic regression model, the results showed that adding market ratios and macroeconomic ratios enhances the predictability of the model and accounting information are not sufficient to explain financial distress.

Strategic Question: Are we properly outsourcing key elements of our cost structure?

Summary: Questions regarding whether to “in-house” or “outsource” various aspects of a firm’s product/service delivery is one every company has to wrestle with. Implicit in that decision is the strength or viability of the supply chain in comparison to the capabilities of the organization. This tool brings the entire outsourcing question into quick focus. The Strategic Outsourcing Matrix uses a 9-box structure to help organizations better understand and position those key activities that comprise their cost structure. Sorting criteria are (1) the ability of the organization to be cost competitive in providing each particular component or process, and (2) the criticality of that component or process to the function of the product or service. The plot points then fall into three categories: (1) “Distinctive Competencies” — those activities that are critical to success and cost competitive that must remain and be nurtured in house; (2) “Strategic Alliances” — those activities critical to success but beyond the company’s ability to do themselves; and (3) “Outsourcing candidates” — those items neither critical to success nor internally cost competitive that should be considered for outsourcing through normal supply chain management. The output format of the chart, contrasted with the organization’s “current state” provides a mechanism for discussion, definition of potential improvements, and a means to arrive at consensus for action plans.

The gender gap in the employment in industries differs based on the industries. Even if construction industry (CI) is a labor-intensive industry, women employment rate is significantly low in the CI. CI is one of the significant labor-intensive industries having environmental footprint. As reduction in its environmental footprint can contribute to environmental sustainability, investments in CI and in reduction in its environmental footprint can have multiplier effect on the countries’ development as well as on the sustainable development (SD). Increase in the women employment in the CI can support achievement of sustainable development goals as it can support reduction in the gender gap in this industry. Furthermore, it can support sustainability performance of the CI as women have potential to prioritize sustainability criterion in their decision-making processes. Especially, women at the top management levels can foster their companies’ sustainability performance. Based on an in-depth literature review, this chapter investigates roles of empowerment of women and increasing women employment in supporting environmental sustainability and SD. This chapter identifies causes of the low employment rate of women in the CI. Furthermore, this chapter examines ways for empowering women and increasing their employment rate in the CI to support environmental sustainability and SD. Additionally, recommendations on future policies and strategies at the CI level to support reduction in the gender gap to enhance CI’s role in the environmental sustainability are provided. This chapter can be useful to policy-makers, researchers and professionals.