Equity: Why Employee Ownership Is Good for Business

Rosen, who founded the National Center for Employee Ownership, with Case and Staubus, argued from research and case evidence that employee ownership improves company performance when it is combined with participative management.

Their central empirical claim is conditional and is the book's most useful contribution. Employee ownership alone produces little measurable effect on performance. Participative management practices alone produce modest effects. The combination produces substantially larger effects, and they present research showing that companies with both grow faster and are more productive than comparable firms with neither. Their explanation is that ownership supplies the incentive and the legitimacy while participation supplies the mechanism through which employees can actually act on information.

The practical content covers the American employee stock ownership plan structure: how it works as a qualified retirement plan, how it can be used to finance a founder's exit with substantial tax advantages, how the shares are valued annually by an independent appraiser, how the repurchase obligation accumulates as employees retire, and how the debt used to establish a leveraged plan is repaid from company cash flow.

They also cover what makes such arrangements fail: ownership treated as a benefit rather than communicated as ownership, employees who do not understand the financial information, management that continues to make decisions the same way, and repurchase obligations that were not planned for and eventually consume the company's cash.

The research is drawn substantially from the authors' own organisation, which advocates for employee ownership, and the causal direction is not established, since well-run companies may be more likely to adopt both practices. The structure described is specific to United States law.