Does Employee Ownership Benefit Value Creation? The Case of France (2001–2005)
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 e...
| Autori: | ; |
|---|---|
| Tipo di documento: | Elettronico Articolo |
| Lingua: | Inglese |
| Verificare la disponibilità: | HBZ Gateway |
| Journals Online & Print: | Caricamento...
|
| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Pubblicazione: |
Springer Science + Business Media B. V
2013
|
| In: |
Journal of business ethics
Anno: 2013, Volume: 112, Fascicolo: 2, Pagine: 325-340 |
| Altre parole chiave: | B
Shareholders
B Corporate governance B Employee ownership B Value creation B Stakeholders |
| Accesso online: |
Accesso probabilmente gratuito Volltext (JSTOR) Volltext (lizenzpflichtig) |
| Riepilogo: | 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. |
|---|---|
| ISSN: | 1573-0697 |
| Comprende: | Enthalten in: Journal of business ethics
|
| Persistent identifiers: | DOI: 10.1007/s10551-012-1255-0 |