55:
A defining feature of enterprise foundations is that the foundation controls the company which it owns, and not the other way around. Consequently, the majority of corporate foundations around the world, who do philanthropy on behalf of a company, are not enterprise foundations. Moreover, enterprise
507:
Business ownership separates enterprise foundations from ordinary (purely charitable) foundations. Self-ownership means that it has no residual claimants. The foundation may choose to donate, but nobody has a claim on donations. By foundation ownership, foundations have controlling influence in a
147:
In most countries around the world, enterprise foundations are not a legal category and there is no unified body of enterprise foundation law. The Nordic country of
Denmark is an outlier due to its tax regime and enterprise foundation laws. Consequently, Denmark has a high number of enterprise
130:
Many enterprise foundations are non-profits without a personal profit motive, which sets them aside from other ownership structures. Instead, they are legally bound by their purpose, which typically is to secure the longevity and independence of the companies that they own and to contribute to
737:
The enterprise foundation is committed to act in accordance to the purpose(s) stated in the foundation charter – which most importantly are the longevity and independence of the company. Consequently, the enterprise foundation is legally committed to the long-term ownership of the enterprise.
139:, they are long-term owners. However, not all enterprise foundations are equally idealistic. Some have strong ties to the founding family and continue to donate to its descendants. Others again have ties to government organisations, cooperatives or associations, which helped establish them.
29:. Enterprise foundations generally have philanthropic as well as business purposes, and often concentrate their investments in a single firm or a single business group. Many of the best known foundation-owned companies are publicly listed, while the enterprise foundation retains a
770:
due to its long-term commitment to philanthropy, charity, employee welfare, contributions etc. Greater trust in the company may result in greater customer loyalty, more engaged employees, more reliable suppliers, more supportive societies and more stable
786:
Ownership commitment by enterprise foundations may facilitate organisational commitment by employees in foundation-owned firms. Company commitment to employee welfare may be stronger and more credible in foundation-owned firms due to the
835:
Most enterprise foundations have a philanthropic purpose in addition to the business purpose. Since philanthropy is usually paid for by dividends from the company, the philanthropic purpose implies an incentive to generate
871:, claiming that their charitable actions can be interpreted as a defensive manoeuvre to shift the public focus away from their profitability. In 2016 the Danish pharmaceutical, and enterprise-foundation owned company,
860:
The founder's administrative heritage may lead to excessive conservatism and may impede flexible adaption to new circumstances. The lack of a personal profit motive may make foundation-owned companies less
738:
Purposes may include special attention to certain topics i.e. product quality, employee welfare, contributions to research, education, culture, social projects, and general charity.
25:
Enterprise foundations are independent, self-governing entities with no owners. They are characterised by long time horizons, philanthropic goals and the absence of personal
1299:"Henrik Holtermann (ed.), Denmark in International Affairs. Publications in languages other than Danish 1967–1995, København: DUPI og DJØF forlag, 1997, 230 s., 525,00 kr"
1559:"George A. Akerlof et Rachel E. Kranton, Identity Economics. How our Identities Shape our Work, Wages, and Well-Being Princeton : Princeton University Press, 2010"
815:. Since the enterprise foundation has little or no incentive to break implicit contracts, foundation-owned companies can more credibly negotiate contracts with their
1596:
811:
Customers are presumably more likely to buy from a company that has less of an incentive to abuse their trust. The same goes for employees, suppliers, and other
582:
an irrevocable separation from the founder. Irreversibility separates enterprise foundations from i.e. family trusts that are widely used in the US and other
1034:
822:
The idealistic purpose of an enterprise foundation can help motivate customers, employees and other stakeholders to identify with the firm
1657:
46:"industrial foundations", "corporate foundations", "commercial foundations", "business foundations", "commercial non-profits"
867:
431:
1597:"From CSR 'greenwashing' to general 'SDG washing': the potential threat to SDG implementation | Emerald Publishing"
864:
Highly profitable foundation-owned companies with philanthropic or charity purposes may fall prey to so-called
801:
Foundation ownership can mitigate the succession challenges and internal conflicts found in family-owned firms.
880:
816:
812:
767:
536:: Created with a charitable goal but happen to own a controlling interest in one or more business companies.
276:
246:
190:
111:
72:
447:
68:
907:
41:
influence. The companies owned by enterprise foundations may be active in any private business activity.
849:
Strong preference for survival and retaining the foundation may prevent the company from taking part in
99:
828:
The key decision makers in enterprise foundations – the foundation board members – are not rewarded by
1090:
1652:
766:
Enterprise foundations may earn the trust and goodwill of customers, suppliers, employees, and other
583:
513:
509:
501:
198:
119:
30:
884:
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603:
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331:
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Academic literature has identified the following key characteristics of enterprise foundations:
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Several big international companies are owned by enterprise foundations, including the Indian
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Examples of significant, international companies controlled by an enterprise foundation
1270:
746:
1512:"Why Do Firms Have "Purpose"? The Firm's Role as a Carrier of Identity and Reputation"
1426:"Inside the Family Firm: The Role of Families in Succession Decisions and Performance"
1646:
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1410:
1192:
1154:
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850:
753:
318:
102:. In Denmark, enterprise foundations own three of the four largest Danish companies;
26:
1511:
872:
742:
181:
107:
75:
1176:
1315:
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1062:
Thomsen, Steen; Poulsen, Thomas; Børsting, Christa; Kuhn, Johan (25 April 2018).
661:
Advantages and disadvantages to enterprise foundations and foundation ownership:
788:
772:
752:
Enterprise foundations are able to make long-term decisions that avoid economic
224:
136:
34:
1558:
1424:
Bennedsen, M.; Nielsen, K. M.; Perez-Gonzalez, F.; Wolfenzon, D. (1 May 2007).
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1340:"Value Maximisation, Stakeholder Theory, and the Corporate Objective Function"
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business company. To qualify as enterprise foundations, they have to have
1002:
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237:
1378:
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1080:
1063:
649:
627:
619:
559:
512:– enterprise foundations do not have to own 100% of the companies. The
95:
1496:
1035:"Publicly listed foundation-owned firms around the world: an overview"
481:
211:
103:
1464:
1122:
986:"Enterprise Foundations: Law, Taxation, Governance, and Performance"
1480:
1138:
741:
As long-term owners, enterprise foundations are less pressured by
455:
370:
94:. Enterprise foundations are most common in the Nordic country of
87:
775:, which in turn generate greater revenue, lower costs and higher
1040:. Center for Corporate Governance, Copenhagen Business School.
422:
1379:"The Future of the Corporation and the Economics of Purpose"
908:"What is an Enterprise Foundation? – Enterprise Foundations"
548:
Foundations created to secure and promote the wealth of the
832:, so they may identify with the foundation and its purpose.
232:
German multinational media, services and education company
98:, where enterprise foundations account for almost half of
542:: Created with the explicit goal of running a business.
504:
in a business company, it is an enterprise foundation.
1510:
Henderson, Rebecca; Steen, Eric Van den (1 May 2015).
56:
foundations are private entities not governmental or
44:
Other terms used to describe the same phenomenon are
37:. Ownership can be full (100% ownership) or just a
1622:"Insulin maker Novo Nordisk walks moral tightrope"
1175:Fama, Eugene F.; Jensen, Michael C. (March 1985).
984:Thomsen, Steen; Kavadis, Nikolaos (8 March 2022).
846:The founder's substantial loss of personal wealth.
632:Including foundation purpose and governance rules.
558:: Combinations of purposes so that a foundation's
1121:Fama, Eugene F.; Jensen, Michael C. (June 1983).
791:and philanthropic nature of foundation ownership.
875:, faced criticism in the US over its pricing of
592:a separate legal personality for the foundation.
489:Danish multinational hearing healthcare company
1255:"Foundation Ownership and Economic Performance"
1177:"Organizational forms and investment decisions"
727:Key benefits of enterprise foundation structure
33:, commonly through voting rights via different
1216:"Foundation ownership, reputation, and labour"
1259:Corporate Governance: An International Review
1068:Corporate Governance: An International Review
712:Multiple objectives (business, philanthropy)
404:Technical and business services organisation
8:
1064:"Industrial foundations as long-term owners"
841:Criticism of enterprise foundation structure
552:and other family members of the founder(s).
1214:Børsting, Christa; Thomsen, Steen (2017).
1091:10398/2fee4ba1-c713-4951-9086-f3769cd19129
598:which goes beyond benefitting the founder.
556:Enterprise foundations with multiple goals
365:Swedish conglomerate and business dynasty
206:Alcoholic beverages, beer and soft drinks
176:Alcoholic beverages, beer and soft drinks
150:
1314:
1089:
1079:
1001:
148:foundations compared to other countries.
745:fluctuations, earnings expectations, or
663:
516:is focused on voting rights rather than
896:
391:Global transport and logistics company
219:Global transport and logistics company
782:Enterprise foundations may experience
463:Swiss watch designer and manufacturer
50:"foundations with corporate interests"
1123:"Agency Problems and Residual Claims"
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417:German automotive parts manufacturer
7:
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100:domestic stock market capitalisation
22:are foundations that own companies.
796:Mitigation of succession challenges
784:"the mutual commitment hypothesis".
1557:Dherbécourt, Clément (June 2011).
1465:"The Role of Nonprofit Enterprise"
1430:The Quarterly Journal of Economics
1338:Jensen, Michael (September 2001).
1271:10.1111/j.1467-8683.1996.tb00150.x
672:Disadvantages (costs, weaknesses)
476:Indian multinational conglomerate
14:
1463:Hansmann, Henry B. (April 1980).
1297:Amstrup, Niels (1 January 1997).
669:Advantages (benefits, strengths)
534:Charitable enterprise foundations
1220:Oxford Review of Economic Policy
1127:The Journal of Law and Economics
704:No market for corporate control
562:may oblige it to own a business
1253:Thomsen, Steen (October 1996).
352:Swedish furniture manufacturer
1601:www.emeraldgrouppublishing.com
1377:Mayer, Colin (21 April 2021).
1181:Journal of Financial Economics
990:Annals of Corporate Governance
879:which fuels the growth of the
618:i.e., a board of directors or
546:Family enterprise foundations:
31:controlling ownership position
16:Foundations that own companies
1:
1383:Journal of Management Studies
1344:European Financial Management
608:shares in a company or other
1316:10.7146/politica.v29i4.68173
1193:10.1016/0304-405x(85)90045-5
638:voting control of a company.
131:society by philanthropy. As
540:Pure enterprise foundations
1674:
806:Absence of monetary motive
652:and the law are respected.
616:A foundation organisation:
106:(A.P. Moller Foundation),
1575:10.4074/s2113520711012114
566:to contribute to charity.
163:Description and industry
1658:Types of business entity
1516:American Economic Review
1356:10.1111/1468-036x.00158
881:Novo Nordisk Foundation
450:and cosmetics company.
430:Certification body and
378:Norwegian food company
112:Novo Nordisk Foundation
71:businesses, the Danish
1442:10.1162/qjec.122.2.647
696:Financial constraints
693:Social responsibility
596:A non-selfish purpose:
432:classification society
339:American food company
326:German optics company
292:Spanish multinational
73:pharmaceutical company
20:Enterprise foundations
1528:10.1257/aer.p20151072
685:Ownership commitment
580:Creation by donation:
514:controlling influence
510:controlling influence
502:controlling influence
446:French multinational
309:Danish multinational
275:Danish multinational
245:Danish multinational
189:Danish multinational
1469:The Yale Law Journal
1232:10.1093/oxrep/grx023
1003:10.1561/109.00000031
732:Long-term commitment
642:Outside supervision:
584:common law countries
500:If a foundation has
262:German conglomerate
212:A.P. Moller – Maersk
199:Anheuser Busch Inbev
120:Carlsberg Foundation
104:A.P. Moller – Maersk
877:diabetes medication
830:economic incentives
665:
648:to ensure that the
571:Key characteristics
153:
1395:10.1111/joms.12660
1081:10.1111/corg.12236
1033:Schroeder, David.
857:to finance growth.
761:Trust and goodwill
677:Long-term horizon
664:
628:foundation charter
345:Inter IKEA Holding
294:financial services
151:
58:quasi-governmental
777:shareholder value
747:corporate raiders
724:
723:
717:Company survival
680:Muted incentives
644:for example by a
493:
492:
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1628:. 1 October 2019
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873:Novo Nordisk A/S
853:or from issuing
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610:financial assets
154:
135:which cannot be
82:, German Robert
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883:'s substantial
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756:or opportunism.
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720:Company growth
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496:Characteristics
401:United Kingdom
397:Lloyds Register
332:The Hershey Co.
145:
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1588:
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1522:(5): 326–330.
1502:
1481:10.2307/796089
1475:(5): 835–901.
1455:
1436:(2): 647–691.
1416:
1389:(3): 887–901.
1369:
1350:(3): 297–317.
1330:
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1265:(4): 212–221.
1245:
1226:(2): 317–338.
1206:
1187:(1): 101–119.
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1139:10.1086/467038
1133:(2): 327–349.
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1074:(3): 180–196.
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996:(4): 227–333.
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67:, the Swedish
60:institutions.
27:profit motives
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636:Ownership:
358:Wallenberg
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