Broad‐based employee stock ownership: What makes it effective in the management of human resources?
- Published in:
- Human Resource Management, 2019, v. 58, n. 6, p. 567, doi. 10.1002/hrm.21996
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- Publication type:
- Article
Works matching IS 00904848 AND DT 2019 AND VI 58 AND IP 6
Results: 7
1
2
Employee ownership heterogeneity and firm performance in China.
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- Human Resource Management, 2019, v. 58, n. 6, p. 621, doi. 10.1002/hrm.21995
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- Publication type:
- Article
3
Employee share ownership, training, and early promotion policy as a bundle in enhancing labor productivity: A test of the three‐way interaction effect.
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- Human Resource Management, 2019, v. 58, n. 6, p. 603, doi. 10.1002/hrm.21991
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- Publication type:
- Article
4
All for one and one for all: A mechanism through which broad‐based employee stock ownership and employee‐perceived involvement practice create a productive workforce.
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- Human Resource Management, 2019, v. 58, n. 6, p. 571, doi. 10.1002/hrm.21958
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- Publication type:
- Article
5
Can employee ownership and human resource management policies clash in worker cooperatives? Lessons from a defunct cooperative.
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- Human Resource Management, 2019, v. 58, n. 6, p. 585, doi. 10.1002/hrm.21957
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- Publication type:
- Article
6
Issue Information.
- Published in:
- Human Resource Management, 2019, v. 58, n. 6, p. 563, doi. 10.1002/hrm.21928
- Publication type:
- Article
7
Employee stock ownership and financial performance in European countries: The moderating effects of uncertainty avoidance and social trust.
- Published in:
- Human Resource Management, 2019, v. 58, n. 6, p. 641, doi. 10.1002/hrm.21942
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- Publication type:
- Article