Employee share ownership in the Netherlands

Sharing the ownership in Peru and Mexico: the case of a French MNE prompting the SDGs achievement

“…As the employee-owner increasingly identifies with the organization and becomes integrated into the ownership experience there will be an increase in the level of experienced meaningfulness of work, and an enhanced sense of responsibility for work and organizational outcomes, which in turn will positively affect employee motivation (p. 135). Kaarsemaker (2006) and Caramelli (2011) offer comprehensive literature reviews of the empirical effects of ESO. Caramelli (2011) states that "75% of the studies reviewed evoke changes in employee attitudes and behaviors to explain why ESO is believed to affect corporate performance" (p. 184).…”

“…Caramelli (2011) states that "75% of the studies reviewed evoke changes in employee attitudes and behaviors to explain why ESO is believed to affect corporate performance" (p. 184). Kaarsemaker (2006) concludes that "Turnover (intentions), commitment, job satisfaction, motivation, and absenteeism are the most commonly researched employee behavior and attitudes" (p. 16).…”

Corporate governance and strategic human resource management: Four archetypes and proposals for a new approach to corporate sustainability

“…Our second multi-logic hybrid model of corporate governance is employee-ownership. This model has been in existence in modern form since the 1970s in many developed economies, often promoted by governments seeking to align employee (agents) and owner (principals) interests (Hansmann, 1996;Kaarsemaker et al, 2010). Lampel et al (2014) argue that employee-ownership has been garnering greater attention because of its financial resilience to economic shocks such as the global financial crisis.…”

“…These are, respectively, a strategy-led enlightened shareholder value (Lok, 2010;Martin and Gollan, 2012), and an employee-ownership archetype (Kaarsemaker et al, 2010;Pierce, Rubenfeld, and Morgan, 1991;Lampel, Bhalla, and Jha, 2014). As both Aoki and Jackson (2008) and Besharov and Smith (2014) argue in different ways, logics within hybrid organizations may lead to either contestation (extensive conflict) or relative alignment (minimal conflict), depending on the compatibility of the multiple logics in practice.…”

“…Battilana and Lee, 2014;Santos, 2010, 2013) have become increasingly common in addressing issues of the types of organizational complexity promoted by pluralistic demands (Aoki and Jackson, 2008;Greenwood, Raynard, Kodeih, Micelotta, and Lounsbury, 2011). Such organizational forms are important in governance literature and practice addressing different ways of dealing with the agency problem at one extreme (Dalton et al, 2007), and the problem of excessive democracy at the expense of managerial efficiency at the other (Kaarsemaker, Pendleton, and Poutsma, 2010;Lan and Heracleous, 2010). To build our typology, we draw on the concept of `institutional complementarities' (Aoki and Jackson, 2008;Hall and Soskice, 2001), defined as mutually constitutive relationships between institutional logics at societal, field, and organizational levels, to link the four corporate governance archetypes to ideal-typical approaches in SHRM.…”