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This volume gathers recent insights into the determinants,
developments and outcomes of employee share ownership. It focuses
on a number of new emerging themes in the literature and tests some
of the relationships using several, notable European datasets. The
authors discuss employee share ownership from the perspective of
strategic human resource management (SHRM) and present the
'contextual SHRM model,' where employee ownership is influenced by
several environmental pressures, which indicated the need for five
specific 'fits' of employee ownership. These fits are: fit of
employee ownership with strategy of the firm, with the
organizational cultural heritage, with the wider social cultural
environment; fit with other HRM practices (internal fit); fit with
personal characteristics of employees. The authors explore these
fits with several new emerging theories and demonstrate what firms
that want employee ownership to be an effective HRM policy need to
do.
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