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"Ownership"
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From founder to future : a business road map to impact, longevity, and employee ownership
\"Learn how to transition leadership, implement shared ownership, and preserve your organization's core values-setting the stage for your business to thrive for generations to come. This visionary but practical handbook offers mission-driven business owners a roadmap for ensuring their company's lasting impact. Through inspiring real-world stories of B-Corps, worker co-ops, ESOPs, and employee ownership trusts, this book demonstrates how to create resilient organizations that benefit workers and communities. Abrams provides actionable strategies for navigating leadership succession, implementing shared ownership models, fostering participatory management, and codifying company purpose. Drawing on his 50-year journey with South Mountain Company and extensive research, Abrams outlines five critical transitions for mission-driven businesses: From founder to next-generation leadership; From sole ownership to widely shared; From hierarchical control to democratic management; From unprotected mission to preserved purpose; From business-as-usual to B Corp force for good. From Founder to Future is an essential guide for mission-driven leaders seeking to reshape their businesses for inclusivity, longevity, and positive impact. Whether you're a retiring owner planning your exit, a young entrepreneur building for the future, or an employee working in a purpose-driven business, this book offers a blueprint for creating enduring, values-driven enterprises in the emerging regenerative economy. As $10 trillion in assets prepare to change hands over the next two decades, this timely guide shows how to preserve your company's mission and legacy while empowering the next generation\"-- Provided by publisher.
BOOK
State ownership effect on firms' FDI ownership decisions under institutional pressure: a study of Chinese outward-investing firms
This study investigates the effect of state ownership on Chinese firms' foreign direct investment (FDI) ownership decisions. It adopts a political perspective to extend the application of institutional theory in international business research. Specifically, it examines firms' heterogeneous responses to external institutional processes during foreign market entry, while taking into consideration the political affiliation of firms with the external institutions. We argue that state ownership creates the political affiliation of a firm with its home-country government, which increases the firm's resource dependence on homecountry institutions, while at the same time influencing its image as perceived by host-country institutional constituents. Such resource dependence and political perception increase firms' tendency to conform to, rather than resist, isomorphic institutional pressures. We tested our hypotheses using primary data for 132 FDI entries made by Chinese firms during 2000–2006, and we found that the effects of home regulatory, host regulatory and host normative pressures on a firm to choose a joint ownership structure were stronger when the share of equity held by state entities in the firm was high.
Journal Article
Outward foreign direct investment by emerging market firms: A resource dependence logic
This study examines and extends the resource dependence logic of diversification for a better understanding of outward foreign direct investment (OFDI) activities by emerging market firms. We contend that the diversification logic is bounded by state ownership, an important but less considered component of interdependence. Our empirical results, based on panel data analysis of Chinese listed firms, suggest that the level of interdependence between Chinese and foreign firms in China in multiple forms, including symbiotic, competitive, and partner interdependencies, is positively associated with the level of the Chinese firms' OFDI activities. However, Chinese firms with higher levels of state ownership are less susceptible to the pressures imposed by foreign firms to invest abroad.
Journal Article