Frank M. Shipper

Frank M. Shipper
Salisbury University · Department of Management and Marketing

PhD

About

120
Publications
73,311
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Introduction
Frank Shipper is Professor Emeritus of Management at Salisbury University. His primary interest are employee ownership (EO), and collaborative cultures. He has worked with employee-owned enterprises for over 35 years. Among other honors, he has received a Regents Award for excellence in research, University System of Maryland’s highest faculty honor, and Kelso and Ruble Fellowships from Rutgers. He has also received awards from the Academy of Management and the Center for Creative Leadership.
Additional affiliations
January 1977 - August 1991
Arizona State University
Position
  • Professor (Associate)
August 1991 - June 2018
Salisbury University
Position
  • Professor (Full)
Education
September 1973 - December 1978
Univeristy of Utah
Field of study
  • Business Administration
June 1972 - May 1973
University of Utah
Field of study
  • Business Administration
September 1963 - May 1968
West Virginia University
Field of study
  • Mechanical Engineering

Publications

Publications (120)
Article
Purpose The purpose of this teaching case is to introduce students to an alternative business model as practiced by the Haier Group, a Chinese company, and how that model was used to turn around an acquired company in the United States of America (USA). The explicit teaching objectives are threefold. First, the case provides insights into Haier’s u...
Book
Full-text available
Wealth inequality is one of the most pressing issues of our time. Broad-based business ownership that includes employees helps improve lives and creates a more dynamic economy. Throughout the book, the authors analyze and demonstrate how models of shared ownership can serve as building blocks towards shared prosperity and help counter the growing i...
Chapter
Wealth inequality is one of the most pressing issues of our time. Broad-based business ownership that includes workers helps improve lives and creates a more dynamic economy. Throughout the book, the authors analyze and demonstrate how models of shared ownership can serve as building blocks towards shared prosperity and help counter the growing inc...
Chapter
The purpose of this article is to delineate some of the key practices that the two authors have learned based on over 60 years of experience with Freedom-Based Employee Ownership (FBEO). The former was a manager who developed a version of FBEO inside a large hierarchical organization and the later has consulted, studied, and taught about FBEO. Both...
Conference Paper
Full-text available
---When family obligations kept Dr. Frank Shipper, professor emeritus of management in Salisbury University’s Franklin P. Perdue School of Business, from accepting an invitation to speak on employee ownership at this year’s Rutgers-Oxford Employee Ownership Research Symposium at the University of Oxford’s Kellogg College., Dr. John Hoffmire, resear...
Article
Research methodology This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski. The interviews were conducted on-site. In addition, the authors researched the literature on both organizations. Case overview/synopsis Eroski is the...
Presentation
Full-text available
Dr. Frank Shipper, professor emeritus of management and marketing in Salisbury University’s Franklin P. Perdue School of Business, recently earned Rutgers University’s William Foote Whyte and Kathleen King White Book Prize. Shipper was awarded for the book Shared Entrepreneurship: A Path to Engaged Employee Ownership, for which he served as editor....
Presentation
Dr. Frank Shipper, professor emeritus of management, was invited to present on his body of work at the annual Beyster Symposium at the University of California, San Diego’s Beyster Institute. His presentation is available online at https://youtu.be/xc8z5lvQUxE. “Professor Shipper has received several research fellowships from the Institute over the...
Chapter
Narrowly defined, Employee Ownership (EO) is a mechanism for employees to have a financial stake in the enterprise. It can take many forms, including Employee Stock Ownership Plans (ESOPs), worker-owned cooperatives, perpetual trusts, profit sharing, Employee Stock Option Plans, gain sharing, Employee Stock Purchase Plans (ESPPs), grants of restric...
Article
Theoretical basis This case has multiple theoretical linkages at the micro-organizational behavior level (e.g. job enrichment), but it is best analyzed and understood when examined at the organizational level. Students will learn about shared entrepreneurship, high performance work systems, shared leadership and virtuous organizations, and how they...
Presentation
Full-text available
Since the Great Depression of 2008 interest has grown in inclusive organizations that share ownership, participation and profits such as worker cooperatives, employee stock ownership plans (ESOP’s), perpetual trusts, and employee-owned collectives. All such organizations would fall under Paul Adler’s (2016) definition of alternative economic future...
Presentation
Full-text available
Worker owned businesses just are better. Don’t believe me. Believe Frank Shipper, an emeritus professor at Salisbury University in Maryland and editor of a book, Shared Entrepreneurship. Shipper is a scholar who has spent years studying worker owned businesses – both ESOPs and worker cooperatives – and he really is convinced that in many cases work...
Article
Values represent guidelines for behavior and are important determinants of organizational performance. In addition, employee-owned enterprises (EOEs) tend to outperform traditional organizations. Thus, identifying the core values that underlie successful EOEs should provide insights for improved firm performance. Based on an exploratory comparative...
Chapter
The purpose of this research was to investigate a successful company, Atlas Container Corporation, that practices the values of egalitarianism, democracy, mutuality, and transparency. Moreover, this research sought to identify the human resource policies and practices (HRPP) used to reinforce these values and create a distinctive culture. An ethnog...
Chapter
The purpose of this research was to investigate how Mid South Building Supply, a 100% employee-owned company, survived the Great Recession. Research has found that employee-owned companies are more likely to survive recessions than other companies. Why this happens was unclear. Thus, this research was conducted to learn why this might happen. The c...
Article
Synopsis This case illustrates the rationale for adopting employee ownership, and difficulties in implementing employee empowerment beyond investment. In the beginning it focuses on why Jerry Pritchett, one of the co-founders of Pritchett Controls, decided to convert it to an employee-owned company. In the body of the case, it details the efforts...
Presentation
Full-text available
Shipper discussed the employee-owned company management style, which he has studied at businesses including W.L. Gore & Associates, Herman Miller, Equal Exchange, Mondragon in Spain, and the John Lewis Partnership in the UK. This type of management fits well with Haier’s Rendanheyi model, which promotes employees realizing their own value in the pr...
Presentation
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How employee-owned companies are a win-win-win initiative for profits, people and the planet -- the triple bottom line.
Presentation
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How business can narrow the wealth and poverty gaps are explored in this presentation.
Conference Paper
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Presentation
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Transcript of presentation entitled ”Ownership and Poverty, ” by Colin Mayer, University of Oxford, and Frank Shipper, Salisbury University.
Presentation
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An alternative capitalistic model, shared entrepreneurship, has emerged from a number of organizations including W. L. Gore & Associates, Herman Miller, and Southwest Airlines. These and similar companies are often included in strategic management texts. Two core principles of shared entrepreneurship-shared capitalism and shared leadership-are freq...
Presentation
Full-text available
Time requested: 2 hours Abstract The first purpose of this professional development workshop is to examine multiple models of open governance as practiced by large and small enterprises, and across industries and cultures. The need to examine various forms of open governance is due to the questioning of traditional forms of governance and the signi...
Presentation
Full-text available
By definition, an employee-owned enterprise provides all with a long-term financial stake. Research suggests that this departure from business orthodoxy calls for additional departures for an employee-owned enterprise to be highly successful. At this seminar departure from business orthodoxy in a number of other components such as short-term financ...
Article
Full-text available
This study uses regulatory focus theory to take a holistic perspective on employee coaching. The contrasting effects of facilitative versus pressure-based coaching on changes in team effectiveness were examined over a 54-month period of time. Results of growth curve analysis on a sample of 714 managers and their teams indicated that facilitative an...
Presentation
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An Overview of the Atlas Container Corporation Case.
Presentation
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This is a case study about the globalization process of the world largest integrated cooperative network. In 1955, five engineers acquired a license that enabled them to build products for home use and they founded “Ulgor”, as an employee-owned cooperative. Subsequently, acquaintances of the founders and others nearby began to set up new cooperativ...
Article
Traditional command and control organizations have often displayed an inability to adapt to rapidly changing technological and global forces. In contrast, the authors have studied a number of companies that practice innovative organization-wide entrepreneurial approaches and are consequently more responsive and capable of renewal. Some of these are...
Book
Full-text available
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 per...
Presentation
Full-text available
Part of the Professional Development Workshop, "Translating the Results of Scholarship into Actions by Practitioners."
Article
Full-text available
Purpose – The purpose of this study is to examine the relationship between managerial skills and effectiveness in a cross-cultural setting to determine their applicability. Design/methodology/approach – Data from 7,606 managers in 5 countries from a large multinational firm were analyzed using structural equation modeling to assess all relationshi...
Presentation
Full-text available
Management lessons learned from shared ownership enterprises: 1. Leadership is critical, but it is not like what is in most books, 2. Technological and organizational innovations are critical to success, and 3. “Sell it, smell it, or eat it”, even the best products won’t sell without marketing. These lessons come from studying Mondragon, the Smith...
Book
Full-text available
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 per...
Chapter
There can be little doubt both from the prior research cited and the cornpanies highlighted in this book that the business case can be made for a paradigm shift from the conventional hierarchical command and control business model to shared entrepreneurship (SE). By one estimate based on research, companies that practice SE have the potential to be...
Chapter
When visiting shared entrepreneurship (SE) enterprises and studying them through formal interviews, conversations, and questionnaires, it became apparent that leadership in such enterprises is different than in traditional hierarchical command and control organizations. For example, Fred Freundlich of the University of Mondragon explained that the...
Chapter
HCSS (Heavy Construction Systems Specialists, Inc.) was founded in 1986. For the first few years, the company’s office was in the home of its founder and president, Mike Rydin. Mike had previously worked in the estimating department of a large heavy construction company where he understood, firsthand, the importance of bidding and time crunches.2 H...
Chapter
A perusal of the popular business press or any standard strategic management text quickly reveals the tremendously important role innovation plays in the strategic management decision-making processes of organizations. Much of the emphasis involves conceptualizing innovation as a potential source of competitive advantage for the firm, resulting in...
Chapter
The company now known as KCI was founded in Baltimore County, Maryland, in 1955 in the basement of one of its cofounders. In 1977, the company was purchased by industrial products conglomerate Walter Kidde & Company and was subsequently merged with three other architectural and engineering firms into an engineering subsidiary that came to be known...
Chapter
Herman Miller is widely recognized as the leader in the office furniture industry and has built a reputation for innovation in products and processes since D. J. De Pree became president over 90 years ago. Herman Miller is one of only four companies and the only non-high-technology enterprise named to Fortune’s “Most Admired Companies” and “The 100...
Chapter
In 2008, W. L. Gore & Associates celebrated its fiftieth year in business. During the first four decades of its existence, Gore became famous for its products and for its use of business teams located in a single facility. To facilitate the development of teams, corporate facilities were kept to 200 associates or fewer. Due to the challenges of a g...
Chapter
Fairfax, VA, October 6, 2009. Atul Jain, founder of TEOCO, a provider of specialized software for the telecommunications industry, had been meeting all day to finalize a partnership agreement with TA Associates, a private equity firm. For Atul, the pace of activities had been relentless on this special day.1 By all accounts, the last 12 hours had b...
Chapter
Shared entrepreneurship (SE) is becoming recognized as an organizational model that can succeed in a rapidly changing global marketplace where the hierarchical command and control model cannot.1 Hierarchical command and control stifles innovation and often fails to reward those who are responsible for an innovation.2 Innovation, whether product, pr...
Chapter
In 1983, Rink Dickinson, Jonathan Rosenthal, and Michael Rozyne were all recent college graduates and working for a food co-op warehouse in the Boston area. They began to question the system: What if food could be traded in a way that is honest and fair, a way that empowers both farmers and consumers? What if trade supported family farms use of org...
Chapter
Full-text available
MBC Ventures, Inc. (MBC), known as the Maryland Brush Company until a name change in 2011, is a 100 percent employee-owned United Steelworker employee stock ownership plan (ESOP) established in 1990. Throughout its recent history, the 161-year-old business has steadily increased its stock value. However, the future is less certain today as the firm...
Chapter
In 1981 Jack Stack, SRC’s current chief executive officer (CEO), was sent to Springfield, Missouri, by his employer, International Harvester (IH), to see if there was any hope of saving the small remanufacturing plant located there. Increased global competition, particularly from Japan, and the poor performance of the US economy had wreaked havoc o...
Article
Full-text available
SRC Holdings Corporation, formerly Springfield Remanufacturing Corp., is a well-known manufacturing enterprise comprised of numerous companies spread across 12 Business Units engaged in activities ranging from manufacturing to packaging to management consulting and training. However, their primary business expertise and core competency is remanufac...
Article
Full-text available
MBC Ventures, Inc. is a 161 year-old company that is going through both product and organizational transitions. It has left one of its traditional product lines, paint brushes, behind and has developed a new one, solar panels. The organization has gone from being part of a large diversified conglomerate to a small employee-owned company with two di...
Presentation
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Overview of the SRC Holdings case study.
Presentation
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An overview of the Equal Exchange Case.
Article
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Leaders with global skills are in demand by MNCs. Global management skills depend on the applicability of management practices across cultures. Using data from managers in 50 countries, this study examines the interaction effect of cultural values and managerial skills on two outcomes, employees' attitudes and workgroup effectiveness. Our results i...
Article
Full-text available
This case describes a unique corporate culture, focused on employee ownership and employee-centered Human Resource practices, which fosters employee loyalty and motivates employee focus on organization objectives. The organizations CEO and senior management team discuss in detail the companys development strategy, the concept of shared leadership,...
Presentation
Full-text available
An overview of a case study of TEOCO (The Employee Owned Company.
Article
This article presents a qualitative case study of Herman Miller Inc., a “Virtuous Organization” and leading innovator and manufacturer in the business furniture industry. It adds to the literature by examining the role shared leadership can play in fostering sustainable performance in one organization that has a track record of virtuous organizatio...
Conference Paper
This study examined the effects of managerial coaching on changes in team effectiveness over approximately three years. Based on a sample of 732 managers, results indicate that coaching has an indirect effect on changes in team effectiveness through subordinates’ organizational commitment and felt-tension, and that positive and negative forms of co...
Conference Paper
Full-text available
This study examined the effects of managerial coaching on changes in team effectiveness over approximately three years. Based on a sample of 732 managers, results indicate that coaching has an indirect effect on changes in team effectiveness through subordinates’ organizational commitment and felt-tension, and that positive and negative forms of co...
Article
Full-text available
Heavy Construction Systems Specialists, Inc. [HCSS] designs and sells hi-tech software to the heavy/highway construction industry. The case describes a unique corporate culture that has made HCSS a business success in a highly competitive industry. The companys employees discuss in detail why they bought into the concept of employee ownership while...
Article
Full-text available
To an outsider, KCI Technologies may appear to be a typical, run of the mill engineering firm. However, once introduced, prospective clients soon understand why KCI was recently ranked 83rd on the Engineering News-Record's list of the top 500 engineering firms in the country, 7th on its list of Top 20 Telecommunications Firms, and 55th out of the T...
Article
Full-text available
The article discusses a proposition underlying the use of 360 feedback, which states that the comparison of self-evaluations of skills to those by others will aid individuals in seeing themselves as others see them, which will motivate them to improve. It considers a corollary to the proposition, about how the grater the improvement in self-other a...
Article
Full-text available
This short note presents a theoretical model of the relationship between performance and values-based shared leadership. Preliminary support for the model is provided in the form of critical incident examples that were derived from an ethnographic inductive model building study of Herman Miller Inc., a leading business furniture innovator and manuf...
Conference Paper
Full-text available
The purpose of this study is to investigate the sustainability of improvement in managerial effectiveness from a sustained 360 process. Such a study is needed because most research on 360 feedback has not considered the need for follow-up support. In addition, many of the prior studies have been based a single feedback intervention. Furthermore, mu...
Article
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The article presents management science research on the 360-degree employee rating process. A middle management program is examined to determine if the 360 process can be sustained on a consistent basis to result in improved performance. The study found that 360 feedback alone was insufficient to result in significant organizational and individual...
Article
Full-text available
W. L. Gore & Associates may well have the most advanced collaborative leadership system in the world. It relies heavily on teamwork from top to bottom of its operations across the globe, In essence, the entire organization has become one integrated, continuously evolving, self-organizing team of leaders and followers, Associates are not constrained...
Article
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Essential to an organization's capacity for sustainable growth is the ability of its managers to learn better skills that improve performance. Millions of dollars are spent each year on development initiatives that often fail to transfer into performance gains, primarily due to insufficient support given to the learning transfer process. One initia...
Article
How can managers receive realistic feedback about the consequences of their behavior? One undervalued source of feedback is subordinates' observations. This article describes a study of subordinates' observations that were used to evaluate managers' skills. This source is compared with other sources of feedback, and methods of collecting and using...
Article
The article discusses a study that examines the effectiveness of the 360 feedback process for creating actionable knowledge equally in different cultures. The article states that just because 360 feedback is used in a variety of cultures, it cannot be assumed that it is similarly effective in each one. The article hypothesizes that culture will aff...
Article
Prior studies in United States organizations have suggested that appropriate development of managerial skills can improve managerial effectiveness, thus saving time and other resources. Little prior cross-cultural research has been done, however, on managerial skills and effectiveness. In addition, models depicting linear combinations of skills hav...
Article
Full-text available
Multinationals increasingly require a cadre of skilled managers to effectively run their global operations. This exploratory study examines the relationship between emotional intelligence (EI) and managerial effectiveness among three cultures. EI is conceptualized and measured as self-other agreement concerning the use of managerial skills using da...
Article
A model of effective management is developed based on criticism of prior two-factor models. We identify six specific skills and explore their theoretical contributions. Both self- and others' evaluations of the skills are incorporated. The model is tested using both employees' attitudes and performance as measures of managerial effectiveness. Resul...
Article
Why do some fast-track managers derail? Why do some recover and return to the fast track? This study investigates these questions by analyzing managerial skills and self-awareness during different career stages. The results suggest that derailers have significantly lower skill profiles than do successful managers at all career stages. The study als...
Article
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Multiple initiatives have been taken to address the lack of managerial skills of MBA graduates since the Porter and McKibbin report. How effective or widespread these initiatives have been has been questioned. Before proceeding, 11 managerial skills were identified and tested for their relevance to performance. Support was found that nine of the 11...
Article
The relationships among mastery and frequency ofmanagerial behaviors, and subunit effectiveness havefrequently been confused. This study investigates bothmain and interactive effects. The results show that the interaction effect can often be thestrongest effect and that increasing frequency withoutimproving mastery can sometimes be detrimental.Furt...
Article
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This paper explores and compares, at both micro and macro levels, the leadership skills of effective and ineffective managers in a health care setting. In addition, it compares the leadership skills of physician and non-physician health care administrators at both levels. The results indicate that effective managers have significantly different lea...
Article
Full-text available
Training programs are infrequently evaluated and when they are evaluated they often rely on pre-experimental designs and feedback of the participants. This statement is also true of management development programs based on 360 feedback. In this study the effects of a training program administered with 360 feedback are evaluated using pre- and post-...
Presentation
Full-text available
Reviews of the numerous studies of women and men managers in organizations have found a limited number of differences. This study develops and investigates a causal model in an attempt to understand the differences that have been found. The results of the study indicate that the differences reported may be an artifact either of the source of the de...
Article
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The interactive exercise has participants validate for themselves the need for the appropriate use of control. Participants explore the effectiveness of four managerial archetypes for themselves. One uses neither interactive nor controlling skills; one uses only interactive; one uses only controlling; and the other one uses both sets of skills. Thi...
Article
Much interest in managerial skills has been generated recently. However, most of the questionnaires on managerial skills have focused on frequency and not competency. Thus the purpose of this study is to test the psychometric properties of the managerial skill scales of the Survey of Management Practices, which is purported to measure the competenc...
Article
Suggests an alternative in which the whole work operation becomes essentially one large empowered team in which everyone is individually self-managing and can interact directly with everyone else in the system. A company that relies on self-developing teams without managers or bosses (but with many leaders) is described. The company has 44 plants a...
Article
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Eventually any proponent of employee involvement (El) encounters managerial resistance. Resistance can come from managers at any level. Such resistance can prevent effective El at any stage from implementation to institutionalization. Knowing the underlying sources of the resistance aids in overcoming it.
Presentation
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This paper presents and tests a theoretical model of the antecedents and consequences of the use of political strategy by firms. The antecedents consist of objective and subjective environmental variables as well as organizational variables. The results suggest that political activity may have a more robust impact then previously believed.
Article
This research was undertaken in response to a review which called for a behavioral approach to the study of leadership. The subjects of the study were the managers of sub-units in a hospital. Eleven managerial behaviors were assessed using their subordinates as untrained observers, and behaviorally-anchored questionnaires. Effectiveness was assesse...
Conference Paper
Full-text available
A review of the literature revealed that a scarcity of research relating government intervention and corporate political activity exists, although the relationship is considered to be important. Thus, research was undertaken to develop measures of government intervention and corporate political activities. Measures were developed and tested for val...
Book
Full-text available
Offers a range of preventive legal strategies in six functional areas: personal injury, product liability, contracts, competitor relations, employment issues, and business structure. Provides checklists to help review and evaluate a wide range of specific problem areas.
Article
A pluralistic work force improves decision making, quality of life in the workplace, and relations with stakeholders. Here are three Cs for moving toward pluralism: communicate, cultivate, and capitalize on diversity.

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