Employee centered cultures and L3Cs

Abstract

The purpose of this research involved research on the employee centeredness and sustainability of these L3C organizational cultures. This research explored how the organizational structure of a LC3 impacts high performance characteristics. Low profit limited liability (L3C) organizations were created after the 2008 recession to bridge the gap between nonprofit and for-profit investing. An L3C is similar to a limited liability company (LLC) but it allows investors to earn a small profit while addressing social agendas. A key principle of an L3C is that the public benefits without shareholders and without a profit motive. The population selected for this study were representatives of L3C organizations across multiple states. The participants were members of 16 L3C organizations located in Vermont, Michigan, Wyoming, Utah, Illinois, Louisiana, and Maine. The survey was created to collect quantitative and qualitative data. The survey included multiple questionnaire techniques including: 4-point Likert scale, ordinal scale questions used for rank order, and open text box response sections.