Can employee ownership and human resource management policies clash in worker cooperatives? Lessons from a defunct cooperative

  title={Can employee ownership and human resource management policies clash in worker cooperatives? Lessons from a defunct cooperative},
  author={Imanol Basterretxea and I{\~n}aki Heras‐Saizarbitoria and Aitziber Lertxundi Lertxundi},
  journal={Human Resource Management},
This is the pre-peer reviewed and pre-copy edited version of the following article: Basterretxea, I.; Heras-Saizarbitoria, I. and Lertxundi. A. (2019): Can employee ownership and HRM policies clash in worker cooperatives? Lessons from a defunct cooperative. Human Resource Management, In Press. 

Figures and Tables from this paper

International Overview of Employee Share Ownership

Business management scholars have propositioned employee share ownership as a concept bearing different perspectives. Business management practitioners have implemented the model in varying degrees

Corporate governance as a key aspect in the failure of worker cooperatives

The article analyses governance difficulties at Fagor Electrodomésticos, for decades the world’s largest industrial cooperative, and sheds light on how the cooperative model and governance might have

Internal communication and employer branding within a humanistic model – a case study of IKEA (Spain, 2019–2021)

PurposeThe study aims to establish that a humanistic model is a necessary context for efficient employer branding (EB) and to identify the characteristic features of a humanistic model in

Intercooperation, flexicurity and their impact on workers: The case of Fagor Electrodomésticos

Mondragon cooperatives have used flexible employment, training and labour protection policies to deal with economic crises since the 1970s. These policies were also used in 2013 to alleviate the

Resisting Work Degeneration in Collectivist-Democratic Organizations: Craft Ethics in a French Cooperative Sheet-Metal Factory

Past research on collectivist-democratic organizations has attributed their distinctiveness to their socio-political goals and democratic decision-making and largely ignored their work processes.

The ‘economy for the common good’, job quality and workers’ well-being in Austria and Germany

The Economy for the Common Good movement proposes an alternative economic model, which promises to offset many of the detrimental effects of the contemporary labour market. Yet, despite its

Organizational and psychological features of successful democratic enterprises: A systematic review of qualitative research

In organizational psychology the positive effects of democratically structured enterprises on their employees are well documented. However, the longstanding viability as well as economic success of

Convergences between the Social and Solidarity Economy and Sustainable Development Goals: Case Study in the Basque Country

This article analyzes the potential of the social and solidarity economy (SSE) to foster the sustainable development goals (SDGs). Local public policies play an important role in supporting both the

Diferencia en las percepciones sobre las prácticas de gestión de personas entre mano de obra directa e indirecta. Estudio de caso de una cooperativa de MONDRAGON

El principal objetivo de la presente investigación es analizar, basándose en la teoría AMO, las diferencias en las percepciones de las personas trabajadoras de mano de obra directa e indirecta con



Human Resource Management in the Family Owned Company

It is a generally accepted belief that the form of ownership has a significant affect on many of the processes in the organisation. It is true, however, that little research has been conducted to


This study examined the causal link between the job ownership structure and increased commitment and motivation in worker co-operatives. The separation of job ownership from management and the

Employee Participation, Ownership, and Productivity: A Theoretical Framework

A new conceptual framework to define and differentiate among diverse forms of employee ownership is developed. Two central rights associated with ownership, return and control rights, are identified.

The Fit of Employee Ownership with Other Human Resource Management Practices: Theoretical and Empirical Suggestions Regarding the Existence of an Ownership High-Performance Work System

This article embeds employee ownership within a strategic human resource management (SHRM) framework, and in so doing, aims to redress in part a lack of attention in previous employee ownership and

Worker cooperatives as an organizational alternative: Challenges, achievements and promise in business governance and ownership

This special issue of Organization treats cooperatives as alternative forms of business and organization, focusing on worker-owned-and-governed forms. In reviewing extant research and considering the


A model is developed that explicates one process through which employee ownership operates, leading to a set of social-psychological and behavioral effects. Where the formal ownership system is

Pieces of the Action: Ownership and the Changing Employment Relationship

We develop theory specifying the role of ownership in the employment relationship and address how sharing in ownership’s privileges can create convergent psychological contracts between workers and

Employee Ownership Work Attitudes, and Power Relationships

Relationships of employee equity in the company with work attitudes, information, and desired influence were examined in a prosperous firm converted to employee ownership by its management. Questio...

Do Employee‐Owned Firms Produce More Positive Employee Behavioural Outcomes? If Not Why Not? A British‐Spanish Comparative Analysis

Whether ‘employee ownership’ takes the form of worker cooperatives, co†ownership or simply employee share ownership plans, there are normally high expectations that a range of positive outcomes