This report provides a WBO overview within a European context, defines WBO and the most common models, as well as current trends and insights within the WBO context. The assessment is further enriched with insights collected from the countries analysed, incl. the mapping of the WBO frameworks in France, Spain, Italy and Slovenia and the in-debt case studies.
The PEPPER V Report - Kelso Institute Europe
This Report provides an overview of the development of employee financial participation, i.e., employee share ownership and profit sharing, across the EU-27, the United Kingdom, and the United States of America as of January 2024. Against the background of the policy development of the past 35 years, it highlights the growth of financial participation over the last decade using the most recent cross-country data available, i.e., the 2021 CRANET Survey, the 2019 European Company Survey and the 2015 European Working Conditions Survey, which also show its potential positive impact on employment and productivity.
When Does Worker Ownership Work? ESOPs, Law Firms, Codetermination, and Economic Democracy
Exclusive | Blackstone to Grant Equity to Most Employees in Future U.S. Buyouts
The private-equity firm’s plan is part of a broader movement in the buyout industry to expand ownership beyond management ranks.
Built, Owned & Stewarded in Europe
Steward & Employee Ownership keep mission, capital and talent rooted in Europe. We're asking the EU to make it an option.
Horizon Europe
The EU's research and innovation funding programme 2021-2027
Unpacking the Mechanics of Conduit Debt Financing
Understanding the pass-through financing model behind the AI infrastructure boom
Managing and resisting ‘degeneration’ in employee-owned businesses: A comparative study of two large retailers in Spain and the United Kingdom
Employee-owned businesses have recently enjoyed a resurgence of interest as possible ‘alternatives’ to the somewhat tarnished image of conventional investor-owned capitalist firms. Within the context of global economic crisis, such alternatives seem newly attractive. This is somewhat ironic because, for more than a century, academic literature on employee-owned businesses has been dominated by the ‘degeneration thesis’. This suggested that these businesses tend towards failure—they either fail commercially, or they relinquish their democratic characters. Bucking this trend and offering a beacon—especially in the United Kingdom —has been the commercially successful, co-owned enterprise of the John Lewis Partnership whose virtues have seemingly been rewarded with favourable and sustainable outcomes. This article makes comparisons between John Lewis Partnership and its Spanish equivalent Eroski—the supermarket group which is part of the Mondragon cooperatives. The contribution of this article is to examine in a comparative way how the managers in John Lewis Partnership and Eroski have constructed and accomplished their alternative scenarios. Using longitudinal data and detailed interviews with senior managers in both enterprises, it explores the ways in which two large, employee-owned, enterprises reconcile apparently conflicting principles and objectives. The article thus puts some new flesh on the ‘regeneration thesis’.
Equity for Europeans
Equity combines legal fairness, ownership, and upside in one everyday concept.
Balancing Savings and Debt: Findings from an Online Experiment
Many consumers have savings and debt at the same time, and so are faced with a trade-off: how much debt to pay down versus how much savings to retain. This brie
Structural adjustment: damages, reparations and pathways to non-recurrence
Beginning in the 1980s and 1990s, the International Monetary Fund (IMF) and the World Bank implemented neoliberal structural adjustment programmes (SAPs) across most countries in Asia, Africa and Latin America. SAPs imposed austerity, privatisation and economic deregulation and have been associated with severe negative impacts on human welfare, including (a) declining real wages and working-class consumption, (b) increased rates of poverty and basic-needs deprivation, (c) increased neonatal and maternal mortality and (d) reduced health system access. Structural adjustment also created conditions for increased financial outflows and drain from the global South through unequal exchange. This paper reviews evidence of these damages and proposes possible options for reparations and distributive justice. We argue that the IMF and the World Bank should be democratised and restructured—or otherwise replaced by alternative institutions—to prevent further harm.
The AI Layoff Trap
If AI displaces human workers faster than the economy can reabsorb them, it risks eroding the very consumer demand firms depend on. We show that knowing this is not enough for firms to stop it. In...
Work, Justice, and Collective Capital Institutions: Revisiting Rudolf Meidner and the Case for <span style="font-variant:small-caps;">Wage‐Earner</span> Funds
ABSTRACT This article makes the case for a specific variety of what we call Collective Capital Institutions (CCIs), by returning to the idea of Wage‐Earner Funds (WEFs) – a 1970s Swedish policy proposal designed gradually to shift ownership and control over parts of the economy to democratically controlled institutions. We identify two attractive rationales in favour of such a scheme and argue that both can fruitfully be transposed to the current worldwide economic situation. The egalitarian rationale is that WEFs could help in the pursuit of equality by giving a wider set of people a stake in collectively owned companies and a right to their profits. The democratic rationale is that WEFs redistribute not only these profits, but also the power over economic decisions made within companies. We then contrast such schemes for collective capital ownership with the similar but much more privatised proposals set out in, for instance, John Rawls's idea of a ‘property‐owning democracy’. We argue that CCIs ultimately are more likely to contribute to the development of the ‘sense of justice’ within society that is needed for a stable just society. We conclude that CCIs deserve a great deal more exploration in academic and political discussions of egalitarian economic systems.
Work breakdown structure
A work-breakdown structure (WBS) in project management and systems engineering is a breakdown of a project into smaller components. It is a key project management element that organizes the team's work into manageable sections. The Project Management Body of Knowledge defines the work-breakdown structure as a "hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables."
The EU Inc. Proposal: how far does it really go?
A post by Gillis Waelkens and Stéphanie De Smet (Clifford Chance)
Valuing What Counts: Framework to Progress Beyond Gross Domestic Product: Our Common Agenda Policy Brief 4
Supporting AT Proto development with money and infrastructure should be a no-brainer for EU industrial policy. In fact, given the need for alternatives to US-owned platforms, comparative advantage, and infinite downstream benefits, few areas offer a bigger bang for your industrial policy buck.
Eurosky Sebastian
2 days ago I had the opportunity to participate in the European Commission‘s workshop on the future of social networks in Europe, together with researchers, entrepreneurs, policymakers, investors and civil society representatives.
