Employee stock ownership and job attitudes

Alain Briole and Marco Caramelli
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Alain Briole: MRM - Montpellier Research in Management - UM1 - Université Montpellier 1 - UPVM - Université Paul-Valéry - Montpellier 3 - UM2 - Université Montpellier 2 - Sciences et Techniques - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School

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Abstract: The large majority of the existing research on the attitudinal effects of employee stock ownership is Anglo-Saxon by nature. Considering that the cultural relativity of management practices is largely documented in the cross-cultural management literature, the international external validity of existing evidence can be questioned. Since virtually no past studies have addressed this issue, it seems important to wonder to what extent cultural values determine the attitudinal effects of employee stock ownership. According to the Lytle et al. [Lytle, A. L., Brett, J. M., Barsness, Z. I., Tinsley, C. H., & Janssens, M., (1995). A paradigm for confirmatory cross–cultural research in organizational behavior. Research in Organizational Behavior, 17, 167–214] paradigm, four cultural dimensions have been identified as likely moderators of the employee ownership–attitudes relationships and some theoretical propositions have been generated. Finally, some adaptations in the employee stock ownership plan's design and communication are recommended in order to improve its attitudinal effects in different cultural settings.

Date: 2007
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Citations: View citations in EconPapers (8)

Published in Human Resource Management Review, 2007, 17 (3), pp.290-304. ⟨10.1016/j.hrmr.2007.07.002⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03061456

DOI: 10.1016/j.hrmr.2007.07.002

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