Publisher's Synopsis
This book takes a critical look at employee ownership and participation in relation to recent changes in human resource management, organizational practice and management theory. It examines how many of the ideas have developed and how they work out in practice. The authors compare experiences in several European countries, but draw much of their evidence from an in-depth study of the 19 Dutch enterprises with high levels of employee ownership and/or participation. These cases represent one end of the spectrum of enterprise initiatives for decentralisation and empowerment. As such they provide a rare opportunity for exploring the limits and future trends of many current management ideas.
