This research proposes that broad-based employee share ownership (ESO) affects corporate environmental performance (CEP). Drawing upon corporate governance literature, social exchange theory, and stakeholder utility theory, we propose that employees as owners adopt more favorable attitudes toward beneficial outcomes for CEP, and that the broad-based impact of ESO overwhelms the impact of CEO ownership. Also, we propose that these relationships are contingent upon trade union presence as a form of worker voice that amplifies the ESO influence (...) on CEP. The empirical results from U.S. publicly traded companies from 2009 to 2016 indicate that broad-based ESO is linked to positive CEP by companies, and provides some support for all proposed hypotheses. This study provides scholarly and practical implications for the effects of shared capitalist modes of ownership and employee engagement on corporate sustainability. (shrink)

The focus of this paper is employee ownership, specifically the role of employee ownership in value creation. Based on a sample of 163 French companies, we have measured the impact of employee share ownership on value creation for both shareholders and stakeholders. Only companies with a sustained employee ownership policy over a 5-year period (from 2001 to 2005), as defined by the French Federation of Employee and Former Employee Shareholders (...) (FAS), have been considered. The results indicate that employee share ownership plans have no effect on shareholders’ or stakeholders’ value creation. (shrink)

Employee shareholder associations (ESAs) have emerged as a novel, and widely underestimated actor in the European corporate arena, established to collect and pool the shares and voting power held by a company's employees. As such, they parallel existing institutions for employee representation, potentially empowering employees in their role as shareholders and possibly even providing a counterweight to traditional company owners. Unfortunately, we know little about the actual functioning, the inner workings, and, particularly, the ESAs' contributions to date. To (...) address these shortcomings this paper explores the limitations but also the potential of ESAs in large, German listed companies to contribute to employee share ownership (ESO), to organizational democracy (OD), and to corporate sustainability (CS). Our findings show that, as far as ESOs and OD are concerned, in the specific German context, ESAs usually do not offer alternatives to (or even to compete with) existing employee representation but are instead rather dependent on cooperation with them. Regarding CS, any contribution here is closely linked to the ESAs' own principles and depends on the extent to which the ESA management takes them seriously and prioritizes them over other objectives. (shrink)

Employee shareholder associations (ESAs) have emerged as a novel, and widely underestimated actor in the European corporate arena, established to collect and pool the shares and voting power held by a company's employees. As such, they parallel existing institutions for employee representation, potentially empowering employees in their role as shareholders and possibly even providing a counterweight to traditional company owners. Unfortunately, we know little about the actual functioning, the inner workings, and, particularly, the ESAs' contributions to date. To (...) address these shortcomings this paper explores the limitations but also the potential of ESAs in large, German listed companies to contribute to employee share ownership (ESO), to organizational democracy (OD), and to corporate sustainability (CS). Our findings show that, as far as ESOs and OD are concerned, in the specific German context, ESAs usually do not offer alternatives to (or even to compete with) existing employee representation but are instead rather dependent on cooperation with them. Regarding CS, any contribution here is closely linked to the ESAs' own principles and depends on the extent to which the ESA management takes them seriously and prioritizes them over other objectives. (shrink)

The employee owned company (EOC) might be the ideal blend of capitalism and communitarianism that vitalizes the global economy. EOCs – based on the concepts of employee participation and control – have sprung up in the United Kingdom, some parts of the European Union, the United States, Japan, and the former Eastern Bloc countries. Research has shown that they are able to compete effectively with more traditional companies. However, in addition to the pressures of business competition, EOCs face (...) two other key problems as they strive to survive: (1) degeneration and (2) human nature and the abuse of power. After introducing the idea of the EOC and describing briefly these two key problems, this article presents seven recommendations for sustaining employee owned companies. These recommendations – grounded in sound organizational theory and the writings of experts in the field of employee ownership – are offered as hypotheses to be examined empirically by future researchers. (shrink)

Corporations have not sufficiently yielded to social pressures for humanitarian reforms. To make such reforms requires that management give up some control. Giving up control contradicts traditional managerial philosophy. The bureaucratic structure of corporations gives management the power to virtually eliminate most social influences. An alternative to the bureaucratic corporation is a shared ownership corporation where investors, management, and low ranking employees all own the corporation. This alternative balances the power by giving all participants in the corporation power to (...) influence policy. Without this redistribution of power, or something like it, any hope for significant humanitarian reforms is vain. (shrink)

This study examined the influence of ethical leadership on knowledge sharing, the mediating role of psychological ownership, and the moderating effect of professional commitment between ethical leadership and knowledge sharing. Data were collected from 307 public listed Pakistani companies’ employees. Statistical analyses were performed by using SPSS Version 25 and AMOS version 22. The findings indicate a positive relationship between EL and KS behavior. Additionally, the impact of EL on KS was partially mediated by psychological ownership. Furthermore, professional (...) commitment buffers the link between EL and KS. This study contributes to the body of knowledge in the field of leadership by confirming the role of ethics. The results show that ethical leaders develop employee attitudes that contribute to employee KS behavior. Ethical leaders create and encourage a learning culture to enhance organizational performance. This study adds to the little data on the positive impact of EL on listed company’s employees and addresses the gaps in previous studies on the role of EL in changing environments. In addition, professional commitment as a moderator has not been previously investigated with ethical leadership antecedents. (shrink)

This research work investigates the association between psychological ownership and innovative behaviour with knowledge hiding and knowledge sharing as mediators. The latter variables are presented as focal antecedents of preventive and promotive psychological ownership. To conduct the study, a theoretical framework was proposed, and data was collected from professionals working in complex management systems in Pakistan. The analysis revealed that knowledge hiding and knowledge sharing can exist simultaneously, and psychological ownership can evoke both positive and negative feelings (...) in employees, which poses a challenge for the management. The results illustrate that psychological ownership has significant associations with knowledge hiding, knowledge sharing, and innovative behaviour. Consequent theoretical contributions and important managerial implications are discussed at the end. (shrink)

This paper examines the effects of employees’ sense that they work for a purpose-driven company on their workplace sustainability behaviors. Conceptualizing corporate purpose as an overarching, relevant, shared ethical vision of why a company exists and where it needs to go, we argue that it is particularly suited for driving employee sustainability behaviors, which are more ethically complex than the types of employee ethical behaviors typically examined by prior research. Through four studies, two involving the actual employees of (...) construction companies, we demonstrate that purpose drives the sustainability behaviors of employees by causing them to take psychological ownership of sustainability. In addition, we show that the sustainability-enhancing effect of purpose is stronger when employees perceive that they have higher autonomy in enacting their sustainability actions and for those employees for whom being moral is more central to their sense of self. (shrink)

While much has been written on specificity (e.g., in texts on new institutional economics, agency theory, and team production theory), there are still some insights to be learnt by business ethicists. This article approaches the issue from the perspective of team production, and will propose a new form of corporate governance: enlightened corporate governance, which takes into consideration the specific investments of employees. The article argues that, in addition to shareholders, employees also bear a residual risk which arises due to (...) their specific investments. This residual risk presents a valid and legitimate basis for residual claims. In this way, employees can be seen as residual claimants due to the fact that their income depends upon a hazardous quasi rent. Therefore, this article will call on the fiduciary duty of board members to protect those employees who are exposed to such residual risks and may thus be vulnerable as a result. This leads to a fundamental change of perspective on the “theory of the firm” – a change which will adopt the theories of new institutional economics, agency theory, and team production theory in order to promote business ethics research. Against this background, enlightened corporate governance aims to follow the criterion of specific investments as a legitimate basis for residual claims. Furthermore, it seeks to understand the consequences for board members, and to promote the sharing of control and ownership. The article will close with some discussion of the implications and future prospects for business ethics. (shrink)

Problem solving can be readily described as one of the key activities regularly performed by professionals in any workplace setting. Despite its importance, however, there is relatively little linguistic research which looks at the complex ways in which problems are constructed in discourse. This article sees the enactment of a ‘problem’ as a discursive phenomenon with fluid boundaries. It draws on business meeting data recorded in multinational companies in Europe and focuses on excerpts identified by the participants as having a (...) PbS function. The data show that problem solving processes and practice are anchored to the structure of the organizations, the local history and employees’ shared perceptions of professional practices and hierarchies in their workplace. The analysis also shows two focal points in the PbS talk of the participants in this study, namely identification of a problem and its ownership. These, however, are not predetermined starting points but rather locally constructed in relation to the status, expertise and shared/past history of the interactants. (shrink)

This study examines the impact of non-executive employee stock ownership plans (ESOP) on corporate environmental engagement. We show that granting ESOPs to non-executive employees promotes greater corporate ecological engagement from the perspectives of environmental protection expenditures, environmental information disclosure quality, and environmental, social, and governance (ESG) ratings. ESOPs unite members in a common interest, empowering them to put pressure on management to reduce carbon emissions, which benefits their physical wellbeing and increases their residual interest in long-term corporate wealth. (...) Further, our analysis reveals that companies investing in environmental protection forgo short-term profit as a consequence of high initial costs, while increasing long-term firm value. These positive effects are attributable to ESOP schemes with higher employee subscription rates, those granted to a larger number of non-executive employees, and those with longer validity periods of ownership, whose incentive effect is sufficiently powerful to offset the free-rider problem. In addition, the impact of ESOPs is more pronounced in companies with greater media exposure, those confronting intense labor market competition, and those in heavily polluting industries. Fundamentally, our study provides novel evidence of the incentive effect of ESOPs on corporate environmental engagement and of stakeholder dynamics driving the implementation of carbon reduction strategies. (shrink)

Across the world organizations continue to be damaged and brought down by systemic non-compliance or the misdeeds of a few, and newspapers abound with examples of corporate and NGO scandals and crimes. This despite the increasing ethical demands stakeholders are making of business, the exposing power of social media, the proliferating requirements of compliance laws and regulations, and the burgeoning numbers of policies, procedures and compliance officers which have been put in place in response. So what's going on? Why isn't (...) compliance working? The Business Guide to Effective Compliance and Ethics examines how rules-based, tick-box, defensible compliance continues to fail, and lays out a new approach for organizations seeking to flourish and succeed. Written for any organization and businesses large and small, it provides clear, thorough and practical guidance for practitioners and decision-makers. It explains in layman's terms the skills, tools and mindset needed to develop and deliver a best practice compliance and ethics programme - one that meets the requirements made by law, stakeholders and society, and protects your organization from risk of fines, penalties and reputational damage. But this is also a book for all those interested in how to build employee engagement and motivation. The Business Guide to Effective Compliance and Ethics demonstrates the value - including competitive advantage, career satisfaction, employee and customer loyalty, and brand enhancement - that a truly effective compliance and ethics programme can bring when it is working hand in hand with a values-based culture of shared ownership. (shrink)

The design and implementation of clinical ethics support is attracting increasing attention. Often, the characteristics and aims of clinical ethics support are translated into practice in a top-down, programmatic manner. These characteristics and aims then remain a constant feature of the clinical ethics support functions within the organisation. We argue that the characteristics of clinical ethics support should be reflected in the implementation strategy. Inspired by dialogical, pragmatic and hermeneutic perspectives on clinical ethics support in general and moral case deliberation (...) in particular, we argue for a dialogical approach to implementing clinical ethics support, based on open, ongoing discussion with healthcare professionals about how they conceive clinical ethics support. Based on research and experience with various moral case deliberation implementation projects in mental healthcare, we present a theoretical framework for dialogical implementation and heuristic guidelines for implementing moral case deliberation in mental healthcare, which take into account the dialogical characteristics of moral case deliberation and some specific features of mental healthcare. (shrink)

A “post-work world” can mean a couple of things. First, it can mean a world where we attach less importance to work, restructure work so that tasks and authority are distributed more equitably, and otherwise decenter and reform the world of work. Second, it can mean a world where people are no longer working because robots, artificial intelligence, and other forms of automation have replaced humans and there are no longer enough jobs for everyone. This paper is about the second (...) kind of world, and how to support the workers it leaves behind. -/- Automation has always eliminated jobs, but in the past new jobs have appeared to replace them. This may be changing. Thanks to recent advances in automation, machines and software can now do an increasingly large percentage of the tasks that humans do. “Technological unemployment” is what happens when automation can do so many different tasks that new jobs do not appear in sufficient numbers to employ everyone (Keynes 1932). In short, automation may soon leave a very large part of the potential workforce permanently unemployed, leading to a social, political, economic, and humanitarian crisis. For ease of reference, I refer to the technologically unemployed as being displaced from the economy. -/- The displaced need incomes. One obvious source of funds is the money saved through technological unemployment. On the scale of an entire economy, technological unemployment increases the labor savings from automation, for in addition to the usual labor savings from automation, there is less of a need to pay new workers, for there are fewer new jobs. I call this money the displacement gain. This is money that becomes available precisely because technological unemployment has occurred. It is important to understand that the displacement gain is not the same thing as the profit that results from gains in productivity. Automation does not necessarily produce displacement but it does produce gains in productivity, and the profits from gains in productivity occur even when no one is displaced. A productivity gain does not become a displacement gain until technological unemployment occurs. -/- The core of this paper is a set of arguments that the displacement gain is not the private property of businesses or those who have ownership interests in businesses (I refer to both groups as “capitalists”), nor is it the private property of those lucky enough to still have jobs. For these and additional reasons, the displacement gain is collective property in which every person has an equal interest. Moreover, it is a kind of collective property that has been largely overlooked. (Better-known forms of collective property include the natural world and “social capital.” ) As far back as Thomas Paine (1796), many thinkers have argued that, because we all have equal interests in collective property, it should be distributed to everyone, working or not, rich or poor, as equal and unconditional basic incomes. The displacement gain is a new kind of collective property which can fund basic incomes, and those incomes can support the displaced. That’s how to pay for a post-work world. -/- However, I will argue, in order to distribute those funds equally we must pay unequal basic incomes, for those who are technologically unemployed bear a larger share of the burden involved in creating that collective property, and therefore deserve larger basic incomes to offset their larger burdens. My discussion of this leads to a possible solution to a problem that bedevils basic income proposals: how to prevent businesses from, in effect, appropriating basic incomes from their employees by simply paying them less, using basic incomes as a payroll subsidy . (shrink)

This paper presents an argument for the democratic (or 'labor-managed') firm based on ordinary jurisprudence. The standard principle of responsibility in jurisprudence ('Assign legal responsibility in accordance with de facto responsibility') implies that the people working in a firm should legally appropriate the assets and liabilities produced in the firm (the positive and negative fruits of their labor). This appropriation is normally violated due to the employment or self-rental contract. However, we present an inalienable rights argument that descends from the (...) Reformation and Enlightenment which argues that the self-rental contract, like the self-sale or voluntary slavery contract, is inherently invalid. The key intuition of the inalienable rights theory is that one cannot in fact voluntarily transfer de facto responsibility for one's actions to another person. One can only voluntarily co-operate with another person, but then one is de facto jointly responsible for the results. Just as the legal authorities legally reconstruct the criminous employer and employee as a partnership with shared responsibility, so justice demands that every firm be legally reconstructed as a partnership of all who work (working employers and employees) in the enterprise, i.e., as a democratic firm. (shrink)

Employee governance, which includes employee ownership and employee participation in decision making, is regarded by manyas morally preferable to control of corporations by shareholders. However, employee governance is rare in advanced market economies due to its relative inefficiency compared with shareholder governance. Given this inefficiency, should employee governance be given up as an impractical ideal? This article contends that the debate over this question is hampered by an inadequate conception of employee governance that (...) fails to take into account the difference between employees and shareholders. It offers a different, more adequate conception of employee governance that recognizes a sense in which employees currently have some ownership rights. The argument for this conception of employee governance is built on an expanded understanding of the ownership of a firm. The article also suggests new strategies for strengthening the role of employees in corporate governance. (shrink)

Background The ownership status of individual-level health data affects the manner in which it is used. In this paper we analyze two competing models of the ownership status of the data discussed in the literature recently: private ownership and public ownership. Main body In this paper we describe the limitations of these two models of data ownership with respect to individual-level health data, in particular in terms of ethical principles of justice and autonomy, risk mitigation, (...) as well as technological, economic, and conceptual issues. We argue that undifferentiated application of neither private ownership nor public ownership will allow us to resolve all the problems associated with effective, equitable, and ethical use of data. We suggest that, instead of focusing on data ownership, we should focus on the institutional and procedural aspects of data governance, such as using Data Access Committees (DACs) or equivalent managed access processes, which can balance the elements of these two ownership frameworks. Conclusion Undifferentiated application of the ownership concept (private or public) is not helpful in resolving problems associated with sharing individual-level health data. DACs or equivalent managed access processes should be an integral part of data governance. They can approve or disapprove data access requests after considering the potential benefits and harms to data subjects, their communities, primary researchers, and the wider society. (shrink)

This paper analyzes specific situation in Croatia regarding role, development, and perspectives of employee participation in ownership and financial results. The model of enterprise privatization in Croatia resulted with a large involvement of employees in the enterprises' ownership. As the first phase of privatization in Croatia is approaching to its end, new, genuine mechanisms of development of the employee financial participation are beginning to emerge. Among them, ESOP plans and management and employee buyouts (MEBO) seem (...) to be most appealing. Such practices can be found primarily in enterprises where a functional symbiosis between management and employees has been preserved or developed, where assets of the enterprise have also been preserved, and an organizational culture based on identification with enterprise and confidence with management has been developed. It seems that such a mutual reliance between employees and management can be very successful in assuring good operation and financial results of (especially large) enterprises during and after the process of transition. (shrink)

Drawing on the natural-resource-based view, we propose that employee stakeholder integration is linked to environmental performance through firms’ proactive environmental strategies, and that this link is contingent on shared vision. We tested our model with a cross-country and multi-industry sample. In support of our theory, results revealed that firms’ proactive environmental strategies translated employee stakeholder integration into environmental performance. This relationship was pronounced for high levels of shared vision. Our findings demonstrate that shared vision represents a key condition (...) for advancing the corporate greening agenda through proactive environmental strategies. We discuss implications for the CSR and the environmental management literatures, with a particular focus on the NRBV and stakeholder integration debates. (shrink)

Business Ethics, the Environment & Responsibility, EarlyView.

We examined the mediating role of employee moral ownership in the relationship between employees’ perception of organizational support and their actual ethical behavior. Data were collected from 689 faculty members affiliated with different educational institutions in India. Structural equation modeling analysis showed that perceived organizational support significantly impacts employee ethical behavior. In addition, the results revealed that employee moral ownership mediates the relationship between perceived organizational support and employee ethical behavior. Implications and limitations of (...) the study are discussed. (shrink)

The role of sustainable development in the export intensity of small and medium-size enterprises represents an open research question. We consider sustainable development through the environmental, social, and governance dimensions as well as via firms’ innovative activity indicators. Our objective is to reveal the sustainability determinants of export intensity of SMEs in emerging markets subject to financial constraints, which is one of the major obstacles for SMEs. Our sample is based on the 2018–2020 Business Environment Enterprise Performance Survey data. The (...) Heckman model allows us to reveal the factors relevant for SMEs to gain access to foreign markets under the control of financial constraints specific for SMEs. We also analyze the determinants of the SMEs’ share of direct exports in revenue. Our results demonstrate that innovative activity and corporate social responsibility facilitate entry to foreign markets, while equity concentration is a major deterrent. In particular, we reveal a significant positive effect of research and development investment on export intensity. Our findings highlight the complex nature of the interrelations between the SMEs’ share of direct exports in revenue and ESG consciousness. We find that other significant factors are political links of the top management, the gender composition of production and administrative units, employee training facilities, and ownership structure. (shrink)

The world is looking toward organizations for social responsibility to contribute to a sustainable environment. Employees’ organizational citizenship behavior for the environment is a voluntary environmental-oriented behavior that is important for organizations’ environmental performance. Based on social learning theory, this study examined the effects of responsible leadership in connection with OCBE by using a sample of 520 employees in the manufacturing and service sectors in China including engine manufacturing, petroleum plants, banking, and insurance sector organizations. Further, the roles of psychological (...) ownership and employee environmental commitment were used as mediators and moderators simultaneously. The direct, mediation, and moderation model results exposed a positive relationship between responsible leadership and OCBE via employee psychological ownership and employee environmental commitment. The study also revealed that the indirect effect is stronger when employees hold a higher employee environmental commitment. The theoretical and practical implications for environmental sustainability in respect of organizations as well as future research directions are discussed. (shrink)

This paper presents a critical analysis of dual-class share structures (DCSS) within an ethical and logical framework for ownership and control. Moreover, it contends that the existence of DCSS constitutes a de facto infringement on the ownership rights of shareholders. By adopting a conceptual approach rooted in symbolic logic, the paper demonstrates that DCSS falls short of the ethical precept of “one share, one vote” and is therefore an unjust and inefficient equity arrangement. The paper contributes (...) to the existing literature on DCSS by focusing on the ethical and logical basis of such share structures. (shrink)

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. In a study with 845 working adults across multiple organizations, the relationships between ethical leadership with positive employee outcomes were examined. Results suggest that ethical leadership is related to both psychological well-being and job satisfaction in employees, but the processes are different. Employee voice mediated the relationship between ethical leadership and psychological well-being. Feelings of psychological ownership mediated the (...) relationship between ethical leadership and job satisfaction. A discussion of theoretical and practical implications concludes the article. (shrink)

Enterprise performance is a critical component of any organizational success that is directly affected by its employees and the culture prevailing in the organizations. In order to gain strategic advantage from the employee brand equity it is important that organizations make efforts in retaining such employees that benefit the organizations. Therefore, this research examines the impact of employee brand equity and knowledge sharing culture on the enterprise performance with the mediating role of innovative capabilities. A self-administered survey was (...) conducted among the 323 employees of information technology sector working in the software houses in China. Smart PLS has been used to analyze the data through partial least square structural equation modeling. Results of the study have demonstrated that knowledge sharing culture plays a significant role in the enterprise performance while employee brand equity could not find statistically significant impact on enterprise performance. In addition, the SEM analysis further showed that employee brand equity and knowledge sharing culture play a significant role in the innovative capabilities. Results also revealed that innovative capabilities mediate the effect of employee brand equity and knowledge sharing culture variables on the enterprise performance. This research enriches the literature by examining the role of knowledge sharing culture in enterprise performance and innovative capabilities. This research further offers certain implications for the human resource department in developing their human resources. This can be achieved by availing the maximum skills of the branded employees by creating learning opportunities for the other employees through training sessions where they help and share their experiences. (shrink)

Very little attention has been given to understanding the commitment to service quality and desirable outcomes in the hotel industry. This study investigates the impact of directive and participative leadership on the frontline commitment to service quality through the mediation of knowledge sharing. This will eventually help us to generate the employees' commitment to service quality desirable behavior. The survey was distributed to 37 hotels. A total of 235 frontline employees participated in the survey. The study findings show that directive (...) leadership has a negative relationship with CSQ. On the other hand, participative leadership positively influences CSQ. Notably, knowledge sharing mediates between directive leadership, participative leadership, and commitment to service quality. There were positive linkages between commitment to service quality and desirable outcomes, job performance, and organizational citizenship behavior and negative relation to turnover intention. (shrink)

There are cases of emotion that we readily describe as 'sharing emotions with other people.' How should we understand such cases? Joel Krueger has proposed the Joint Ownership Thesis : the view that two or more people can literally share the same emotional episode. His view is partly inspired by his reading of Merleau-Ponty -- arguably Merleau-Ponty advocates a version of JOT in his "The child's relations with others." My critical analysis demonstrates that JOT is flawed in several (...) respects: 1) It involves a vague account of joint subjects; 2) It relies on a confusion between phenomenological and ontological levels of analysis. When these are clearly distinguished, Krueger's phenomenological analysis contradicts JOT understood as an ontological claim; 3) It relies on a highly problematic coupling-constitution inference; 4) It relies on a shift from the claim that the child and the caregiver jointly _realize_ an emotion, to the claim about joint _ownership_, which is a _non sequitur_. I argue that we can reach a better understanding of the phenomenon of shared emotions by bringing in another level of analysis: that of _social relationships_. I propose that shared emotions are a special case of _social-relational emotions_, typically arising within and/or giving rise to communal relationships. (shrink)

In “The Child’s Relations with Others,” Merleau-Ponty argues that certain early experiences are jointly owned in that they are numerically single experiences that are nevertheless given to more than one subject (e.g., the infant and caregiver). Call this the “joint ownership thesis” (JT). Drawing upon both Merleau-Ponty’s phenomenological analysis, as well as studies of exogenous attention and mutual affect regulation in developmental psychology, I motivate the plausibility of JT. I argue that the phenomenological structure of some early infant–caregiver dyadic (...) exchanges is best described as involving joint subjects. From birth, some experiences are constitutively social in that certain phenomenal states, such as the positive emotions that arise within these early exchanges, are jointly owned. Along the way, I consider a possible objection. I conclude by considering the explanatory significance of adopting JT. (shrink)

This essay challenges the belief in the superiority of capitalism as practiced today, and outlines an alternative economic system aimed at avoiding current capitalism’s main weaknesses. This alternative, built around employee ownership, is designed to result, over time, in a more equal distribution of income and wealth, while surpassing current capitalism’s main strength, its extraordinary economic productivity. It is an economic system that spreads economically beneficial incentives around more widely than today, and helps equalize opportunities. At its core (...) is a buy-in and payoff scheme that avoids what are often said to be the major problems with employee ownership. (shrink)

The return of individual research results and incidental findings from biobanking research is a much debated ethical issue globally but has extensive relevance in India where the burden of out of pocket health care expenses is high for the majority. The views of 21 ethics committee (EC) members and 22 researchers from Bengaluru, India, concerning the ethics of biobanking research were sought through in‐depth interviews using an unfolding case vignette with probes. A shared view among most was that individual research (...) results which are ‘actionable’ or have ‘clinical significance’ should be returned to the sample contributors through their treating physicians. This was seen as an ethical obligation and a moral duty on the side of the researcher to “give back” to the person who contributed to the research. The challenges foreseen were that of resources, both financial and personnel, for the time and counseling needed to accompany the disclosure of results. Perceptions of ‘ownership’ appear to influence the concept of benefit sharing. While benefit sharing in financial terms was considered ethically challenging, certain researchers and ethics committee members made a case for “two way altruism” where the researcher in return for the altruistic ‘valuable contribution’, shares with the contributor/ community, benefits of the research which could include research findings, improved patient care, and more affordable access to the new diagnostic tests or products arising from the research. This defines the emerging ethic of “giving back” which goes beyond individual rights and ensures reciprocity and distributive justice. (shrink)

Is there a link between how a firm manages its internal and external stakeholders? More specifically, are firms that give employees stock ownership and more say in running the enterprise more likely to engage with external stakeholders? This study seeks to answer these questions by elaborating on mechanisms that link employees to external stakeholders, such as the community, suppliers, and the environment. It tests these relationships using a sample of 347 private, mostly small-to-medium size firms, which completed a stakeholder (...) impact assessment organized by the non-profit B Lab. The results support the hypotheses that both employee ownership and employee involvement are positively associated with external stakeholder engagement. Further, we found that certification plays a role, as employee ownership contributes to external stakeholder engagement only in certified B Corporations, and not in firms that merely completed the B Lab Impact assessment. Our findings have import for stakeholder engagement frameworks, as we show that there is interplay between internal employee stakeholders and external stakeholders that may be important to overall firm–stakeholder management. (shrink)

Knowledge sharing is the major driving force to maintain enterprises’ competitiveness. This study extends the current knowledge-sharing research by considering knowledge sharing as comprising four types: automatic response, rational reflection, ridiculed reflection, and deprived reflection, based on Kahneman’s types of system thinking. Drawing on the motivation-action-outcome model, this study explored how individuals’ intrinsic motivation can guide the action of knowledge sharing and reflect the outcome of creative self-efficacy in intelligent transportation jobs. By snowball sampling in intelligent transportation companies, a total (...) of 232 effective questionnaires were collected, and confirmatory factor analysis with structural equation modeling was performed. The research results showed that: intrinsic motivation was positively related to the four types of knowledge sharing tendencies; automatic response was not significantly related to creative self-efficacy; rational reflection was positively associated with creative self-efficacy; but ridiculed and deprived reflection were negatively related to creative self-efficacy. These results can be applied to encourage employees to practice rational reflection in knowledge sharing to enhance their creative self-efficacy in intelligent transportation jobs. (shrink)

With the popularity of social network platforms, users can easily build social connections with others, create content, and even forward or share content. While previous studies on content sharing shed light on either content creator or receiver, this paper is to investigate whether, when, and how the social connectedness of content creator and receiver jointly influence the sharing likelihood of receiver. We conducted a field study on the largest social media platform and two experiments in China. Study 1 found (...) that well-connected receivers prefer to share content from well-connected employee, and poorly connected receivers prefer to share content from poorly connected employee, but if the content contains promotional information, well-connected receivers are less likely to share it from the well-connected employee. Studies 2 and 3 confirmed these findings and verified that self-enhancement motivation acts as a mediator. The findings suggest that firm should choose the “right” employees who will send content to their “right” friends and caution about the crowd-out effect of promotional content. We provide new insights into the joint effects of creator and receiver, the moderating role of promotional content, and the mediating role of self-enhancement, which enriches both viral marketing and social media literature. (shrink)

There are two main pathways to investigate the sense of body ownership, (i) through the study of the conditions of embodiment for an object to be experienced as one's own and (ii) through the analysis of the deficits in patients who experience a body part as alien. Here, I propose that E is embodied if some properties of E are processed in the same way as the properties of one's body. However, one must distinguish among different types of embodiment, (...) and only self-specific embodiment can lead to feelings of ownership. I address issues such as the functional role and the dynamics of embodiment, degrees and measures of ownership, and shared body representations between self and others. I then analyse the interaction between ownership and disownership. On the one hand, I show that there is no evidence that in the Rubber Hand Illusion, the rubber hand replaces the biological hand. On the other hand, I argue that the sense of disownership experienced by patients towards their body part cannot be reduced to the mere lack of ownership. (shrink)

COVID-19 has had a huge impact on workers and workplaces across the world while putting regular work practices into disarray. Apart from the obvious effects of COVID-19, the pandemic is anticipated to have a variety of social–psychological, health-related, and economic implications for individuals at work. Despite extensive research on psychological contracts and knowledge sharing, these domains of pedagogic endeavor have received relatively little attention in the context of employee creativity subjected to the boundary conditions of the organization’s socialization and (...) work-related curiosity. This study investigates, empirically, the role of psychological contracts in escalating employee creativity through knowledge sharing by considering the moderating role of an organization’s socialization and work-related curiosity. The response received from 372 employees of the manufacturing sector has been investigated and analyzed through Smart PLS software. The results have revealed that knowledge sharing is mediating the relationship between psychological contract and employee creative performance, whereas the moderators significantly moderate the relationships between psychological contract and knowledge sharing and between knowledge sharing and employee creative performance accordingly. It has also been depicted that the moderating impact shown by both moderators is significantly high. (shrink)

Ownership is universal and ubiquitous in human societies, yet the psychology underpinning ownership intuitions is generally not described in a coherent and computationally tractable manner. Ownership intuitions are commonly assumed to derive from culturally transmitted social norms, or from a mentally represented implicit theory. While the social norms account is entirelyad hoc, the mental theory requires prior assumptions about possession and ownership that must be explained. Here I propose such an explanation, arguing that the intuitions result (...) from the interaction of two cognitive systems. One of these handles competitive interactions for the possession of resources observed in many species including humans. The other handles mutually beneficial cooperation between agents, as observed in communal sharing, collective action and trade. Together, these systems attend to specific cues in the environment, and produce definite intuitions such as “this is hers,” “that is not mine.” This computational model provides an explanation for ownership intuitions, not just in straightforward cases of property, but also in disputed ownership (squatters, indigenous rights), historical changes (abolition of slavery), as well as apparently marginal cases, such as the questions, whether people own their seats on the bus, or their places in a queue, and how people understand “cultural appropriation” and slavery. In contrast to some previous theories, the model is empirically testable and free ofad hocstipulations. (shrink)

Sharing and helping are important issues in ethical research. This study proposes a model based on flow theory by postulating key antecedents as the critical drivers of knowledge sharing and interemployee helping. Flow is the holistic sensation that employees feel when they act with total immersion and engagement, facilitating individuals' reciprocal activities such as knowledge sharing and interemployee helping. In the proposed model, knowledge sharing is influenced by flow experience directly and also indirectly via the mediation of interemployee helping. Accordingly, (...) the flow experience is influenced simultaneously by four exogenous factors related to individuals' perception about their work: work skills, self-fulfillment in challenges, perceived control, and vividness. This study contributes to the knowledge management literature by extending flow theory to the area of knowledge sharing and interemployee helping, by validating idiosyncratic antecedent drivers of the flow theory, and by performing a practical operationalization of the flow experience. This research also provides managerial implications for business leaders to boost their employees' ethical behavior in terms of sharing and helping. (shrink)

In this study, we examine the association between the ownership structure of Chinese listed firms and their audit choices among the Big 4, Second-tier, and Other firms between 2007 and 2012. The market share of the Big 4 firms in China was relatively low, while that of the Second-tier firms increasing during the sample period. Although there is little evidence to indicate that the audit quality of the Second-tier firms is not comparable to that of the Big 4 (...) firms in China, we find that large shareholders and boards of directors do not perceive the financial reporting credibility associated with the Second-tier firms to be the same as that of the Big 4 firms. We further find that the largest shareholders of Chinese listed firms prefer low-quality auditors when they have a low level of ownership but prefer high-quality auditors when they have a high level of ownership. The empirical evidence presented in this study should be of interest to regulators and academics. (shrink)