• Gore, Genevieve "Vieve," 112
• Gore, Wilbert L. "Bill," 111-13
• "Gore-Tex," 112
• W. L. Gore & Associates, 112-15

• eBay, 161
• Semco, 143-145
• W.L. Gore allowance for discretionary time, 90-91, 94; combination of freedom and accountability, 137; company background, 84-85; company structure, 93-94; difficulty in quantifying benefits of management innovation, 98-99; Gore’s motivation and goal for the company, 85-86; lattice-based company structure, 87-88; leadership system, 88-89; management innovation’s impact on power, 96-97; new product-to-market process, 94-96; performance reviews and compensation, 92-93; voluntary commitments system, 91-92; willingness to be bold, 99

• Gore, Bill, 194, 195, 200
• Southwest Airlines, 47, 105
• W.L. Gore & Associates, 126, 190, 193-205

http://www.zingermanspress.com/building-a-great-business

http://www.zingermanspress.com/being-a-better-leader

http://www.zingermanspress.com/our-books/managing-ourselves

• eBay, 93
• Southwest Airlines, 30, 90-91, 241, 257
• W. L. Gore, 9, 128, 134, 148-151, 164-165

• eBay, 37, 99, 126, 129, 184, 185
• Southwest Airlines, 47-48, 112-114
• W.L. Gore, 26, 183, 236-237

• Carris, Henry, 157-58
• Carris, William H. 155-84; influences on, 162-63
• Carris Companies, 155-84; corporate governance of 166-84; Corporate Steering Committee, 172-83; facilities, 160; influence allocation charts, 180-82; mission statement, 164, 173; ownership culture in, 168; products, 159
• Carris de Mexico, 159
• Carris Financial Corporation (CFC), 158; subsidiaries/products, 159
• Carris Foundation, 159
• Carris Plastics, 159
• Carris Reels Inc. 157-58; 159
• Herman Miller Furniture, 164
• Mondragon Co-operatives, 162, 170

• Zingerman's Community of Businesses (ZCoB): community connection, 50-51, 60-66, 68-69, 85-86; customer connection, 85; exit strategy, 162; growth strategy, 11-12, 36, 41; internal ownership of, 33, 34; learning environment, 60-61; management problems, dealing with, 106-8; passion of owners, 198-99; social responsible activities, 63-66; supplier relationships, 85
• Zingerman's Deli, 9-12, 33, 50, 60-66
• Zingerman's Roadhouse, 33, 34
• ZingTrain, 106-8

"In The SAIC Solution 2nd Edition, Dr. J. Robert Beyster, the founder of SAIC who grew the company into the largest employee-owned research and engineering company, addresses a number of recent issues faced by SAIC, including its 2006 IPO and the subsequent dismantling of its employee-ownership culture, significant loss of shareholder value, and eventual split up of the company. This book includes best practices for steady and rapid growth, and is a cautionary tale for any entrepreneur, company founder, or executive who may find that the company and culture he or she built over the course of many years is at risk."

"Collaborative Entrepreneurship discusses a revolutionary new competitive strategy of continuous innovation that fulfills the need for efficient provision of a constant stream of new products, services, and markets. The book explains how firms can build a collaborative community within which they can freely share in the creation of wealth through innovation, with the assurance that the wealth they create will be equitably distributed."

• Mondragon cooperatives, 7, 10, 12, 16-21, 24, 25, 29, 218, 225, 228, 230, 243, 258, 259, 271, 272, 273, 286; capital for, 17, 18-21, 247; capital/labor ratio in, 19-20; compared to conventional firms, 28-21, 26-27; employment in, 28, 20; income in, 18; job security in, 22; productivity in, 16, 18, 20-21; support systems for, 17, 19, 259, 286; surplus distribution in, 18; training in, 17

• Corporación Mondragón – Spain, 154-158

• Atlas Container Corporation, 36, 134
• CH2M Hill, 7, 104
• Herman Miller, Inc., 114, 134
• King Arthur Flour, 7, 27-28, 129-130, 135, 142
• Mondragon Cooperative Corporation, 9-10, 51
• SAIC, 7, 18, 28: approach to ownership, 104, 146; company background, 99-101; education in ownership, 103; employee-owned basis, 101; information sharing, 36, 112, 114; metrics watched, 156; participative management’s impact, 135-136; stock program, 102-103
• Southwest Airlines, 8, 169
• SRC Holdings Corporation (SRC), 89-91, 146, 158, 159
• TEOCO (The Employee Owned Company), 171
• W.L. Gore & Associates, 7, 27, 108, 143, 170

"Presents text and cases of employee ownership in privately, closely and publicly held companies and examines modern management concepts." One copy is available for check out and one copy is part of the Salisbury University Faculty Authors Collection (BL 131).

• Hermann Miller, 229

• Herman Miller, Inc. 189
• Lincoln Electric, 1
• Mondragon industrial cooperatives, 196-198, 273
• W.L. Gore & Associates, 1

• Gore, Bill: CEO comparison, 209, 234; desire to change how people work, 4-6, 22; dialog with his leaders, 6, 158; example of nourishing leadership, 158-63; exasperation and admiration experiences, 84; and “formula for falure,” 10-11, 65, 158-59; influence of DuPong, 3-4, 5, 81, 83, 84, 157; as liberating leader, 71, 126, 157-58, 166; and on-time delivery performance, 65, 251; and PTFE, 3-4, 154; starts W.L. Gore & Associates, 4, 14; wire-stripping example, 9-11, 22; See also W.L. Gore & Associates
• Gore, Bob, 7, 14, 253
• Gore, Genevieve, 3, 4
• Gore-Tex, 3, 4, 14, 251
• Harley-Davidson: comparison among companies, 21,22, 166-67; cultural continuity issue, 255-56; labor relations, 88-92, 193, 200-202; as liberated company, xii, 21, 22 93-94, 119, 157; number of employees, 270; visitors to, 85-86; see also Teerlink, Rich
• Sun Hydraulics: background, 78, 80-81; as case study at Harvard Business School, xii, 86; comparisons among companies, 21, 22, 147, 22, 268; cultural continuity issues, 256-58, 259, 265; dress code issue, 248; as liberated company, xii, 21, 22, 81-83, 86, 120, 121, 198; as start-up, 80-81, 268; See also Koski, Bob
• Teerlink, Rich: background, 268; CEO comparison, 209, 220; establishing joint union-management vision for Harley-Davidson, 193; Harley-Davidson after, 255-56; and labor relations at Harley-Davidson, 88-92, 193; as liberating leader, 84, 93-94, 95-101, 126, 156, 166-67, 188; See also Harley-Davidson
• W.L Gore & Associate: accidental discovery of Gore-Tex, 14; background, 4-14; comparison among companies, 22, 268; cultural continuity issue, 252-53; four principles, 9; as liberated company, 37, 52-52, 262, 264; number of employees, 270; Skunk-Works-type projects, 37, 157; as start-up, 4-5, 268; statistics, 13; See also Gore, Bill
• Work rules, 90, 91-92, 201, 207
• Workplace freedom: Chardonnay barrel story, 63-64; and company’s strategic vision, 65-66; as one of four principles at W.L. Gore & Associates, 8-9; as ordered liberty, 61; as ownership of company vision, 66-71; what it means, 61; why it works, 272, 273, 274
• Workplace stress, 39-43

• Mondragon, 205, 207, 221, 264, 283, 286

• Nucor: corporate and statistical distinctives of, 4-6, 9; dynamic of shared purpose as characteristic of, 4; leadership maxims foundational to success at, ix, x, 6; as nonunion manufacturer, 20, 69-70; production, 9, 13, 79; revenues, 60; sales, 5, 20; success of, ix, x, 6, 76; as third-largest U.S. steel company, 4-6
• Nucor-Yamato (joint venture with Yamato Kogyou), 9, 61, 73, 79-80

• Lincoln Electric Advisory Board, 18, 34-37
• Lincoln Electric as MBA case study: impact of, 165-167; student reactions to, 160-165; teachers of, skepticism about guaranteed employment among, 156-160; teaching of, 155-156; writing of, 151-154
• Lincoln Electric Canada, 83-86, 88
• Lincoln Electric Company: business successes of, 23; employee turnover rate at, 76; example of, lessons to draw from, 208-213; executive compensation at, 173-174; exterior and interior of the Cleveland factory, 57-58; family connections within the workforce at, 134-137; financial track record of, 199; financially cautious management style at, 183-184; flexibility as a corporate value at, 100, 116; found of, 2-3; the Great Depression, response to, 23-24, 28-29; incentive management system at (see Guaranteed employment program at Lincoln Electric; Incentive management system); international operations of, 83-88; international sales, 84; the Lincolns’ partnership at the helm of, 10-11; management philosophy and policies at, 12, 20-22, 119; medical insurance of employees, policy regarding, 139-140; public ownership, move to, 170-172; single entrance to the Cleveland factory, 54; unionization efforts at, 113-116; weathering the 2008-2009 recession, 181-184; workforce longevity and recruitment at, 74-76; workforce size and underhiring at, 72-74
• Mondragon cooperative, 198

• Carris, Barbara, 49
• Carris, Bill, 46-60, 65
• Carris, Henry, 46
• Carris Long Term Plan (LTP), 46-48
• Carris Reels, 38, 46-50, 218, 256
• Equal Exchange coffee company, 82
• Mondragon, 33, 50-53, 59, 60, 256
• Mondragon Corporacion Cooperativa (MCC), 51
• W. L. Gore Company, 38, 105, 112

"Describes the events and people who shaped the culture, character, and personality of Southwest Airlines, discusses the main elements of the company's success, explores the way leadership is practiced at Southwest, and looks at what may happen to the airline after the retirement of CEO Herb Kelleher."

"The Southwest Airlines Way explores the policies, strategies, and techniques that have led to Southwest's success and explains how these proven methods can be put to work in any organization. It explains how American, Continental, United, and other airlines have tried to imitate Southwest - and why they have failed. Based on Professor Jody Hoffer Gittell's eight years of field research in the airline industry, this book unveils the secret ingredient - high performance relationships - that has enabled Southwest to sustain a steady 10 to 15 percent rate of growth throughout its 32-year history while turning a profit in every year but its first."

"...In the early 1980s, Springfield Remanufacturing Corporation (SRC) in Springfield, Missouri, was a near bankrupt division of International Harvester. That's when a green young manager, Jack Stack, took over and turned it around..."

Jack Stack is the founder and CEO of SRC Holdings.

• Carris Companies, 495-510

"Do you really need another book on customer service? There are hundreds you could choose from, and you've probably read at least a dozen. Why should you take advice from a deli with a funny name in Ann Arbor, Michigan? Because the way Zingerman's teaches service is different, better, and more successful than the way others do it..."

• TEOCO, 215-218

• W.L. Gore Associates, 43

Tells how a tiny Oxford Street fabrics shop grew to become the most successful employee-owned business in Britain.

• W.L. Gore Associates, 45, 60-1
• Semco, 56-7
• Google, 45, 69