This book uses economic theory to argue that worker-controlled firms are rare due to market failures rather than inherent organizational defects. The book will be of interest to scholarly researchers, graduate students, and advanced undergraduates in economics, especially in industrial organization, labor economics, comparative economics, organizational economics, and finance.

Monograph presenting an economic theory in support of a new economic system based on workers' self-management (workers participation) - covers the equilibrium of a competitive enterprise and changing market conditions, the decentralization of decision making, labour supply functions, economic policy problems, 'income sharing' (wages) and wage incentive, the allocation of economic resources, legal aspects and basic institutional forms of the labour-managed economy, etc. Diagrams and references.

Monograph comprising an evaluation of workers self management experiences in Peru and Yugoslavia - discusses the solutions to macroeconomics problems such as unequal income distribution, decision making on capital investment, and labour productivity within self-managed firms, etc., and considers micro and macro economic theory relating to efficiency and competition. Graphs and references.

The historical relationship between capital and labor has evolved in the past few decades. One particularly noteworthy development is the rise of shared capitalism, a system in which workers have become partial owners of their firms and thus, in effect, both employees and stockholders. Profit sharing arrangements and gain-sharing bonuses, which tie compensation directly to a firm’s performance, also reflect this new attitude toward labor. Shared Capitalism at Work analyzes the effects of this trend on workers and firms. The contributors focus on four main areas: the fraction of firms that participate in shared capitalism programs in the United States and abroad, the factors that enable these firms to overcome classic free rider and risk problems, the effect of shared capitalism on firm performance, and the impact of shared capitalism on worker well-being. This volume provides essential studies for understanding the increasingly important role of shared capitalism in the modern workplace.

The economic theory of the labor-managed firm dates back 60 years. Here I review the intellectual history of this field, with critical remarks and proposals for future development. The decades of the 1960s-1980s saw a burst of theoretical speculation that generally did not hold up well under empirical scrutiny. By the 1990s, progress on the mainstream theory of the firm was overtaking some of this early research. At the same time, a growing body of econometric work on labor-managed firms was providing new stylized facts for theorists to explain. While the earlier period was characterized by an excess supply of theories relative to facts, more recently the balance has begun to tip in the opposite direction. I close by suggesting new theoretical directions that might shed light on the empirical asymmetries between capital-managed and labor-managed firms.

In the twentieth century, large companies employing many workers formed the bedrock of the U.S. economy. Today, on the list of big business's priorities, sustaining the employer-worker relationship ranks far below building a devoted customer base and delivering value to investors. As David Weil's groundbreaking analysis shows, large corporations have shed their role as direct employers of the people responsible for their products, in favor of outsourcing work to small companies that compete fiercely with one another. The result has been declining wages, eroding benefits, inadequate health and safety protections, and ever-widening income inequality. From the perspectives of CEOs and investors, fissuring--splitting off functions that were once managed internally--has been phenomenally successful. Despite giving up direct control to subcontractors and franchises, these large companies have figured out how to maintain the quality of brand-name products and services, without the cost of maintaining an expensive workforce. But from the perspective of workers, this strategy has meant stagnation in wages and benefits and a lower standard of living. Weil proposes ways to modernize regulatory policies so that employers can meet their obligations to workers while allowing companies to keep the beneficial aspects of this business strategy.

Strategic Negotiations examines the current changes in labor-management relations. The authors identify & explain three key negotiating strategies: forcing change, fostering cooperative attitudes & solutions, & escaping the relationship. They illustrate how these strategies succeed or fail in real organizations by drawing on in-depth examples from 13 companies in 3 industries: pulp & paper, railroads, & auto supply. The resulting theory has broad implications for strategic negotiations in many settings.

The articles in this volume offer stimulating research on the relationship among business cycles, participatory and labor-managed organizations, and employee voice. These contributions take various theoretical and empirical approaches and investigate many industries and countries, thus offering a balanced view on these current topics.