Employee ownership is the fastest growing organizational trend in American business. Instances of workers buying out closing plants, unions granting wage concessions in exchange for an employer's stock, and corporations using employee stock ownership as a defense against takeovers are occurring more frequently. But is the movement toward employee ownership a significant new trend or a repetition of past mistakes? Sharing Ownership in the Workplace traces the history of employee ownership in the United States and Western Europe to its incipiency in the nineteenth century. The findings are disturbing--labor-owned business tend to revert to conventional organizational structure. This book examines this phenomenon, an understanding of which is crucial for assessing the prospects of the emerging generation of employee-owned firms. It presents three contemporary case studies of businesses that have been employee owned for generations--scavenger firms, taxi cooperatives, and professional group practices--to determine what causes them to fail and what makes for successful labor-controlled operations. Throughout Russell integrates various ideological perspectives on worker-owned organizations, citing theorists as diverse as Karl Marx, Max Weber, Sidney and Beatrice Webb, Louis Kelso, and Peter Drucker. Special attention is paid to the processes that lead to employee ownership, cause it to spread, and either to endure or to degenerate over time.

Employee share ownership is generally put forward as a method of strengthening social ties in the company and a tool for sharing the fruits of growth. The COVID-19 pandemic has inflicted permanent financial damage to businesses and, unfortunately, forced them to consider worst-case-scenarios to mop up liquidity problems. In order to reduce the social cost of the crisis to preserve jobs, companies are called upon to act in solidarity with their employees by promoting employee share ownership. Employee Share Ownership and Impacts on Organizational Value and Behavior gathers informational feedback on the practice of employee share ownership and its effects on the attitude and value of companies and its ability to alleviate the financial damage of the COVID-19 pandemic. Covering topics such as family firms, attitudinal effects, and quality of governance, this book provides an essential resource for employee ownership professionals, business managers, researchers, politicians, decision makers, cooperative businesses, business students, professors, researchers, and academicians.

The Oxford Handbook of Mutuals and Co-Owned Business investigates all types of 'member owned' organizations, whether consumer co-operatives, agricultural and producer co-operatives, worker co-operatives, mutual building societies, friendly societies, credit unions, solidarity organizations, mutual insurance companies, or employee-owned companies. Such organizations can be owned by their consumers, the producers, or the employees - whether through single-stakeholder or multi-stakeholder ownership. This complex set of organizations is named differently across countries: from 'mutual' in the UK, to 'solidarity cooperatives' in Latin America. In some countries, such organizations are not even officially recognized and thus lack a specific denomination. For the sake of clarity, this Handbook will refer to member-owned organizations to encompass the variety of non-investor-owned organizations, and in the national case study chapters the terms used will be those most widely employed in that country. These alternative corporate forms have emerged in a variety of economic sectors in almost all advanced economies since the time of the industrial revolution and the development of capitalism, through the subsequent creation and dominance of the limited liability company. Until recently, these organizations were generally regarded as a rather marginal component of the economy. However, over the past few years, member-owned organizations have come to be seen in some countries, at least, as potentially attractive in light of their ability to tackle various economic and social concerns, and their relative resilience during the financial and economic crises of 2007-2013.

The enclosed Brass Tacks Tips will help the owners of small and mid-size businesses improve their personal performance entrepreneurs and enhance the value of the enterprises they are building. These Brass Tacks Tips are based on the author’s half-century of personal experience with many successful – and a few not so successful – real-life entrepreneurs. The common thread: Valuable, need to know “stuff” that can make a critical top and bottom line difference to an ambitious venturer. Included is the kind of practical, been there, done that advice that you won’t get from most books, seminars or business school curricula. And it’s highly personalized, providing information, insights and inspiration you can use pronto. Whether your mission du jour involves mastering a threatening challenge or exploiting a once-in-a-lifetime opportunity, you’ll find a lot of sage help – and a measure of solace – in the enclosed pages. Based on the premise that “experience is the best teacher,” this collection of articles is compiled and formatted in a manner that will conserve your time while providing you with immediately actionable ideas. While these nutritious servings of Brass Tacks Tips have been cooked up to serve primarily owners of small and mid-size businesses, other corporate executives will find many valuable insights as well.

Current strategy thinking focuses on what to do, not how to motivate employees, suppliers and business partners to do it. Whether working with employees or with external suppliers, companies are increasingly stumbling with implementing strategy. But why is this happening? And how can we address it? Collaboration Strategy argues that motivating people and companies is fundamental to business success. In the activities that matter most in today's economy – design, development, marketing, sales, projects – it is hard to define just what you want done. Setting up business activities to get the results you want becomes a strategic challenge. In industries from pharmaceuticals to fashion, software to stock exchanges, new ways of working with partners that break down traditional company boundaries and establish new roles and relationships have enabled businesses to grow rapidly and achieve superior profits. At the heart of this book, Felix Barber and Michael Goold have combined their considerable expertise to present a complete and original 'collaboration framework' based on their findings over a seven year period in which they interviewed over 200 businesses. The framework explains how to set up to get the results you want for a range of different activities and industries. They present the 10 requirements needed for profitable collaboration, and use real-life scenarios to apply their framework and analysis, offering a menu of tactics to address the most common problems in setting up collaboration with partners. Essentially, you must design a basis for working together, or 'collaboration,' with your employees and suppliers that will get them to do what you want.

The go-to guide for graphic designers who want to run their own shop and improve their bottom line. First published in 2001, The Creative Business Guide to Running a Graphic Design Business set long-needed standards as the first comprehensive management manual for the graphic design industry. Now brought up-to-date, it describes current, best-practice procedures for firms of all sizes operating in an industry that is both fast-evolving and increasingly competitive.

Revised and updated, this popular book adds a real-life dimension to courses in international business and management. It's designed for instructors who want to go beyond the facts and figures in standard textbooks, and helps students learn how to interact with people in different cultures in the global business environment. The book begins with a description of the key role of experiential learning in the classroom, along with a brief overview of key concepts in international business. The main part of the text consists of 25 hands-on experiential exercises, 7 projects, and 5 mini case studies - all designed for in-class use. This edition features updated data and information in many of the exercises, projects, and cases, and includes 5 completely new exercises and cases. For the first time, the author has identified the exercises that work particularly well with students in off-site locations. An Online Instructors Manual is available for adopters.

The nuts-and-bolts guide to forming a partnership A solid partnership agreement is the foundation for a lasting and successful business partnership. Don’t skip this essential step, or you might run into major problems later. Form a Partnership helps you create the agreement you need for your shared business venture. It takes you through the important issues, then helps you write your own partnership agreement tailored to your needs, clause-by-clause. The book covers: cash, property, and service contributions financial and tax liabilities how partners will make decisions allocating profits and losses admitting new partners what happens if a partner wants out buying out a partner’s interest the death of a partner and much more. The 11th edition—completely updated to reflect current law and business issues—provides the forms, worksheets, and legal information you need to create a partnership agreement. With Downloadable Forms: download and customize partnership agreements (details inside).

Revised and updated, this popular book adds a real-life dimension to courses in international business and management. It's designed for instructors who want to go beyond the facts and figures in standard textbooks, and helps students learn how to interact with people in different cultures in the global business environment. The book begins with a description of the key role of experiential learning in the classroom, along with a brief overview of key concepts in international business. The main part of the text consists of 25 hands-on experiential exercises, 7 projects, and 5 mini case studies - all designed for in-class use. This edition features updated data and information in many of the exercises, projects, and cases, and includes 5 completely new exercises and cases. For the first time, the author has identified the exercises that work particularly well with students in off-site locations. An Online Instructors Manual is available for adopters.

Everything today's CPA candidates need to pass the CPA Exam Published annually, this Regulation volume of the comprehensive four-volume paperback reviews all current AICPA content requirements in business environment and concepts. Many of the questions are taken directly from previous CPA exams. With 2,800 multiple-choice questions in all four volumes, these study guides provide all the information candidates need to master in order to pass the computerized Uniform CPA Examination. Its unique modular format helps you zero in on those areas that need more attention and organize your study program. Complete sample exam The most effective system available to prepare for the CPA exam—proven for over thirty years Timely—up-to-the-minute coverage for the computerized exam Contains all current AICPA content requirements in business environment and concepts Unique modular format—helps candidates zero in on areas that need work, organize their study program, and concentrate their efforts Comprehensive questions—over 2,800 multiple-choice questions and their solutions in the four volumes Guidelines, pointers, and tips—show how to build knowledge in a logical and reinforcing way Other titles by Whittington: Audit Sampling: An Introduction, Fifth Edition Wiley CPA Exam Review 2014 arms test-takers with detailed outlines, study guidelines, and skill-building problems to help candidates identify, focus on, and master the specific topics that need the most work.