The Real World of Employee Ownership / / Jacquelyn Yates, John Logue.

• Superior document: Title is part of eBook package: De Gruyter Cornell University Press Backlist 2000-2013
• VerfasserIn: Logue, John,; Yates, Jacquelyn,
• MitwirkendeR: Cross, Heather,; Greider, William,; Maxwell, Jennifer,; Thomas, Karen,
• TeilnehmendeR: Greider, William.
• Place / Publishing House: Ithaca, NY : : Cornell University Press, , [2018]; ©2001
• Year of Publication: 2018
• Language: English
• Physical Description: 1 online resource (264 p.) :; 20 charts, 30 tables
• Other title: Frontmatter --; Contents --; Figures --; Tables --; Foreword --; Acknowledgments --; Introduction: From Frontier Egalitarianism to Employee Ownership --; 1. The Real World of Employee Ownership in Ohio --; 2. Communication and Training: Building a Learning Environment --; 3. Participation: Can Workers Run the Firm? --; 4. Union Brothers and Sisters in the Boardroom? --; 5. Do ESOPs Mature? Modeling Performance and Profits --; 6. Employee Ownership and Public Policy --; APPENDIX 1. About the Ohio Survey --; APPENDIX 2. Results of the 1992-93 Ohio ESOP Survey --; Notes --; Works Cited --; Index
• Format: Mode of access: Internet via World Wide Web.
• ISBN: 9781501728242; 9783110536157
• DOI: 10.7591/9781501728242
• Access: restricted access
• Hierarchical level: Monograph
• Statement of Responsibility: Jacquelyn Yates, John Logue.

Using data from an extensive study of employee-owned companies in Ohio, where employee ownership is a well-developed trend, this book offers a strong empirical portrait of firms with Employee Stock Ownership Plans (ESOPs). It describes how these plans work and places their emergence and change in a historical context. John Logue and Jacquelyn Yates examine firms that have succeeded in employee ownership and those with failed plans. Some companies, they find, are committed to the concept of employee ownership, and others merely use ESOPs as a financing tool.Detailed information resulting from multiple surveys allows the authors to draw well-grounded conclusions regarding the question of why some employee-owned firms outperform others. The bottom line, they find, is that employee-owned firms that "do it all," implementing features such as employee participation and communication about finances, training, and cultural change, systematically outperform their conventional competitors. They also have an advantage over firms that understand employee ownership incompletely, if it all, and yet claim to adopt its methods.