Employee share ownership and organisational performance: a tentative opening of the black box

摘要: Purpose – A range of studies have shown that performance is typically higher in organisations with employee share ownership (ESO) schemes place. Many possible causal mechanisms explaining this relationship been suggested. These include a reduction labour turnover, synergies with other forms of productivity-enhancing communication and participation schemes, employer-provided training. The paper aims to discuss these issues. Design/methodology/approach This empirically assesses potential linkages using data from the 2004 2011 British Workplace Employment Relations Surveys, provides comparisons with earlier analyses conducted on 1990 1998 versions survey. Findings Substantial differences are found between results: positive relationship between ESO workplace productivity financial performance, observed 2004, no longer present in 2011. In both years, clear relationship there no significant association turnover performance. There is, however, moderating relationship downward case productivity. There corresponding for upward involvement schemes. Research limitations/implications results only partially supportive extant theory its various predictions, seems weakened over time. Originality/value study further questions rhetoric offered support wider ESO.