Author: Johnson, Jennifer
Source: The Aspen Institute Center for Business Education
Year: 2010
Abstract:
A popular topic in discussions of innovation and entrepreneurship, the high-technology industry has also had success with employee ownership. Increased employee participation encourages the same traits that high-tech companies often look to encourage in their organizations: employee motivation, team work, innovation, involvement, and constructive culture.
The following Collection includes material on a number of companies at the cutting edge of technology development as well as several companies with less high-profile products, but who nevertheless emphasize both technological development and innovation. It includes material on companies from the 100% employee-owned to those offering stock options; it also covers a broad range of specific industries including hardware and software development, solar technologies and even high-tech fabrics. This Collection includes SAIC, Namaste, and Google, among others. It also allows for the discussion a number of the challenges faced by these firms, including employee retention, ownership without becoming a public company, and governing on a level playing field.
Author(s): Matson, Eric
Product Type: Magazine / Newspaper Articles
How do you share the wealth with your employees without going public? SAIC created an internal stock market that outperforms Wall Street.
Author(s): Beyster, J. Robert
Product Type:
In 1969 —almost four decades ago— Dr. J. Robert Beyster started a science and engineering company that was significantly different from the large, bureaucratic organizations (such as Westinghouse, Los Alamos National Laboratories, and General Atomic) where he had worked previously.
Author(s): Beyster, J. Robert
Product Type: Magazine / Newspaper Articles
SAIC has an interesting recruiting and retention challenge: to recruit, retain, and reward entrepreneurial people, who are also team players, in order to grow the company.
Author(s): Lawrence, Anne T.; Mathews, Anthony
Product Type: Cases
Should a fast-growing, employee-owned solar electric company accept a buyout offer from a private equity investor? Could it do so without sacrificing its distinctive, high-involvement culture?
Author(s): Mitchell, Karen
Product Type: Cases
Each of Namaste's 27 co-owners receives the same compensation, has equal voice in decision-making, and is afforded the same opportunities to participate in company ownership, says Namaste president Blake Jones, who reluctantly adopted his title to give customers and the media a sense of company leadership.
Author(s): The National Center for Employee Ownership
Product Type: Mini-Cases
Google’s unusual prospectus when it went public included a definitive statement by its founders that it would continue
its broad ownership system and its high-involvement culture whether investors and analysts liked it or not.
Author(s): Lynch, Luann J.; Brownlee, E. Richard; Blair, Robert T.
Product Type: Cases
Students prepare an analysis of Microsoft Corporation's financial statements and footnotes to understand the impact of its use of stock options.
Author(s): Bartlett, Christopher A.
Product Type: Cases
This case describes Microsoft's human resource philosophies and policies and illustrates how they work in practice to provide the company with a major source of competitive advantage. Discusses employee development, motivation, and retention efforts in one of Microsoft's product groups.
Author(s): Kochan, Thomas A.
Product Type: Cases
Cisco Systems, specializing in network systems that link computers and provide Internet communications, was founded in 1990. Employee compensation is closely tied to company and individual performance through stock ownership and profit-sharing, and performance is focused on customer satisfaction...
Author(s): The National Center for Employee Ownership
Product Type: Mini-Cases
The Structural Dynamics Research Corporation wanted employees to think like owners. The easiest way to do that was to give them an equity stake.
Author(s): Han, Tzu-Shian
Product Type: Research Notes / Working Papers
Though there are many anecdotes on the economic effects of Taiwan-style profit sharing and ESOPs, there is always a lack of rigorous systematic studies examining their effects. The aim of this paper is to fill up this research gap.
Author(s): The National Center for Employee Ownership
Product Type: Mini-Cases
In presenting a 2006 Innovations in Employee Ownership Award to CALIBRE, judges cited the company’s “impressive systems-level approach” to employee ownership, especially its 16 coordinated ESOP communications vehicles and its “structured organizational feedback loop.”
Author(s): Rosenthal, David
Product Type: Cases
In March, 2007, Michael Foley, Chief Executive Officer of Reflexite Corporation, had to decide whether to proceed with a change in the company’s employee stock ownership plan. Foley, still in his first year as CEO, pondered the situation: the employees had spoken, but when the man who had built the company strongly objected, shouldn’t one listen?
Author(s): Deutschman, Alan
Product Type: Magazine / Newspaper Articles
At W.L. Gore, innovation is more than skin deep: The culture is as imaginative as the products.
Author(s): Economy, Peter; Beyster, J. Robert
Product Type: Books / Book Chapters
Dr. Beyster tells the story of SAIC, and offers valuable lessons to entrepreneurs and managers on how to build a company in which loyalty to values goes hand in hand with success.