
Contents
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15.1 Starting Points 15.1 Starting Points
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15.2 The NBER Shared Capitalism Study 15.2 The NBER Shared Capitalism Study
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15.2.1 A Control Group for the Study 15.2.1 A Control Group for the Study
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15.2.2 What We Found 15.2.2 What We Found
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15.2.3 More Likely to Stay with their Firm 15.2.3 More Likely to Stay with their Firm
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15.2.4 Have Greater Loyalty and Pride Working for the Firm 15.2.4 Have Greater Loyalty and Pride Working for the Firm
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15.2.5 Express Greater Willingness to Work Hard 15.2.5 Express Greater Willingness to Work Hard
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15.2.6 Make More Suggestions 15.2.6 Make More Suggestions
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15.2.7 Have Better Wages and Work Conditions 15.2.7 Have Better Wages and Work Conditions
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15.2.8 What About Those Free Riders? 15.2.8 What About Those Free Riders?
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15.3 The Nation’s Best Employers 15.3 The Nation’s Best Employers
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15.4 The Importance of Participative Ownership Culture 15.4 The Importance of Participative Ownership Culture
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Acknowledgements Acknowledgements
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appendix Five Studies of the Relation Between Shared Capitalism and Firm Outputs appendix Five Studies of the Relation Between Shared Capitalism and Firm Outputs
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References References
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15 Evidence: what the US research shows about worker ownership
Get accessJoseph R. Blasi, J. Robert Beyster Distinguished Professor, Rutgers University School of Management and Labor Relations and Research Associate, National Bureau of Economic Research
Richard B. Freeman Ascherman Professor of Economics, Harvard University; Director, Science Engineering Workforce Project, National Bureau of Economic Research; Faculty Co-Director, The Labor and Worklife Program, Harvard Law School; Co-Director, Harvard Center for Green Buildings and Cities; and Senior Research Fellow in Labour Markets at the Centre for Economic Performance
Douglas L. Kruse, Distinguished Professor, Rutgers University School of Management and Labor Relations and Research Associate, National Bureau of Economic Research
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Published:06 November 2017
Cite
Abstract
Sharing the fruits of labour with workers has led to initiatives of both profit-sharing and worker ownership. Several decades of research shows that firms with worker ownership and profit-sharing tend to do better on average. A variety of studies, those comparing firms before and after they initiated worker ownership, those comparing workers in the same firm with and without worker ownership, and those looking at combinations of worker ownership and profit-sharing, find the same results. Evidence from large groups of firms and large samples of workers show that a supportive corporate culture is generally necessary for worker ownership to function best. Cash profit-sharing in the short term tends to strengthen the economic performance edge.
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