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dc.contributor.authorLewis, Timothy J.
dc.contributor.authorMachold, Silke
dc.contributor.authorOxtoby, David
dc.contributor.authorAhmed, Pervaiz K.
dc.date.accessioned2008-05-19T11:19:02Z
dc.date.available2008-05-19T11:19:02Z
dc.date.issued2004
dc.identifier.citationCorporate Governance: International Journal of Business in Society, 4(4): 16-28
dc.identifier.issn1472-0701
dc.identifier.doi10.1108/1472700410558853
dc.identifier.urihttp://hdl.handle.net/2436/26813
dc.description.abstractThe paper examines the role of employees in governance. The paper highlights from a theory basis that employee and shareholder utilities can be coincident. However, it shows that corporate practice with respect to employee involvement in governance and decision-making is diverse. The paper draws out the contrast in approaches between the Anglo-American and the German approach to employees by detailing differences in employee power, career patterns, ownership patterns and legal obligations. These lead to enactment of a different structural and cultural governance systems; which are encapsulated in the unitary board structure of the UK and the two-tier German approach. The strengths and limitations of the unitary board and two-tier boards are highlighted, and the case for convergence examined.
dc.language.isoen
dc.publisherEmerald
dc.relation.urlhttp://www.ingentaconnect.com/content/mcb/268;jsessionid=fdaf1pc19csm9.alice
dc.subjectEmployee participation
dc.subjectCorporate governance
dc.subjectUK
dc.subjectGermany
dc.titleEmployee roles in governance: contrasting the UK and German experience
dc.typeJournal article
dc.identifier.journalCorporate Governance: International Journal of Business in Society
html.description.abstractThe paper examines the role of employees in governance. The paper highlights from a theory basis that employee and shareholder utilities can be coincident. However, it shows that corporate practice with respect to employee involvement in governance and decision-making is diverse. The paper draws out the contrast in approaches between the Anglo-American and the German approach to employees by detailing differences in employee power, career patterns, ownership patterns and legal obligations. These lead to enactment of a different structural and cultural governance systems; which are encapsulated in the unitary board structure of the UK and the two-tier German approach. The strengths and limitations of the unitary board and two-tier boards are highlighted, and the case for convergence examined.


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