Shared Entrepreneurship

A Path to Engaged Employee Ownership

  • Authors
  • Stephen B. Adams
  • Marvin O. Brown
  • Thomas J. Calo
  • Wayne H. Decker
  • Richard C. Hoffman
  • Charles C. Manz
  • Karen P. Manz
  • Olivier P. Roche
  • Frank Shipper
  • Marc D. Street
  • Vera L. Street
  • Christy H. Weer
  • Editors
  • Frank Shipper

Table of contents

  1. Front Matter
    Pages i-xii
  2. Introduction

    1. Stephen B. Adams, Marvin O. Brown, Thomas J. Calo, Wayne H. Decker, Richard C. Hoffman, Charles C. Manz et al.
      Pages 1-4
  3. Understanding and Developing Shared Entrepreneurship

    1. Front Matter
      Pages 5-5
    2. Olivier P. Roche, Richard C. Hoffman, Marvin O. Brown
      Pages 43-56
    3. Marc D. Street, Vera L. Street, Frank Shipper
      Pages 57-77
    4. Thomas J. Calo, Wayne H. Decker, Christy H. Weer
      Pages 79-96
    5. Frank Shipper
      Pages 97-108
  4. Shared Entrepreneurship in Action

    1. Front Matter
      Pages 109-109
    2. Vera L. Street, Marc D. Street, Christy H. Weer, Frank Shipper
      Pages 111-131
    3. Frank Shipper, Karen P. Manz, Stephen B. Adams, Charles C. Manz
      Pages 133-158
    4. Benita W Harris, Frank Shipper, Karen P. Manz, Charles C. Manz
      Pages 159-177
    5. Thomas J. Calo, Olivier P. Roche, Frank Shipper
      Pages 179-208
    6. Olivier P. Roche, Frank Shipper
      Pages 209-230
    7. Richard C. Hoffman, Marvin O. Brown, Frank Shipper
      Pages 231-250
    8. Vera L. Street, Christy H. Weer, Frank Shipper
      Pages 251-265
    9. Frank Shipper, Charles C. Manz, Greg L. Stewart
      Pages 267-284
  5. Back Matter
    Pages 285-295

About this book


Today's views of leadership and management have significantly expanded to incorporate a variety of elements such as rewards, visions, and worker participation. However, most perspectives still view leadership as something that is assigned to a designated person who then exercises influence downward toward subordinate followers. In many ways the persistent top-down command and control theme that supports established leadership thought and practice prevents organizations from fully tapping into their human resources, in turn limiting their flexibility to meet the challenges of increasingly dynamic, complex, and competitive environments. Shared Entrepreneurship replaces the top-down approaches of the past with a new framework that draws strengths and innovation from collaboration and sharing. This book is divided into two main sections. The first section consists of six chapters which provide an in-depth overview and discussion of shared entrepreneurship. The second section consists of eight original case studies commissioned by the authors, featuring such companies as Herman Miller, Inc., SRC Holdings, and W.L. Gore & Associates.


Shared Leadership collaboration shared ownership corporate culture employee engagement Leadership shared vision strategy risk taking empowerment composition of boards of directors stakeholders information sharing decision-making processes employee ownership entrepreneurship innovation human resources Organizational culture human resource policies Entrepreneurs Governance management

Bibliographic information