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The Power of Participation? Power Relations and Processes in Employee-owned Companies

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  • Thomas Steger
  • Ronald Hartz
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    Abstract

    Introducing employee participation in a company can be expected to change the power relations and the power processes within the organization. This is particularly true when the majority ownership of a company moves into the hand of its employees. Drawing on three case studies of East German companies this paper describes how the introduction of employee ownership interrelates with power relations and processes in the company. Moreover, some overarching patterns were derived from the analysis finally resulting in seven propositions about how employee ownership and power are linked to each other.

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    File URL: http://www.hampp-verlag.de/hampp_e-journals_ZfP.htm#208
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    Bibliographic Info

    Article provided by Rainer Hampp Verlag in its journal Zeitschrift fuer Personalforschung.

    Volume (Year): 22 (2008)
    Issue (Month): 2 ()
    Pages: 152 - 170

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    Handle: RePEc:rai:zfpers:doi_10.1688/1862-0000_zfp_2008_02_steger

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    Related research

    Keywords: Employee Ownership; Employee-owned Company; Power; Small and Medium-sized Enterprises; Company Crisis; East Germany;

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