Balancing Me and We: Building a Sustainable, High Engagement Work Culture

David Bowles and Cary Cooper
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David Bowles: Lancaster University
Cary Cooper: Lancaster University

Chapter 4 in The High Engagement Work Culture, 2012, pp 81-119 from Palgrave Macmillan

Abstract: Abstract In December of 1995 a factory called Malden Mills in the US state of Massachusetts burned to the ground in the largest fire that had happened in that state for 100 years. Malden Mills was famous for its Polartec® fabric, used by military and civilian clothing manufacturers to insulate garments against cold weather. Its owner and CEO, Aaron Feuerstein, was the third generation of his family to run the operation, the largest employer by far in an economically depressed area. For some time before that, this type of textile business, which Malden Mills represented, had been moving to lower cost centers in Asia, and the fire certainly represented a chance for Mr. Feuerstein to collect his insurance money and do the same, or simply retire. He did neither.

Keywords: Customer Satisfaction; Emotional Intelligence; Stock Option; Universal Principle; Work Culture (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-02807-5_5

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DOI: 10.1057/9781137028075_5

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