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Business Systems and the Open Method of Co-ordination: The EU and Employee Share Ownership in Germany and the UK

Allen, M M., TĂĽselmann, H.-J., Aldred, M. L

Arbeit Zeitschrift fĂĽr Arbeitsforschung, Arbeitsgestaltung und Arbeitspolitik. 2009;18 (1):33-45.

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Abstract

The open method of co-ordination (OMC) has been seen as an important mechanism by which European integration may proceed. Drawing on the Promotion of Employee Participation in Profits and Enterprise Results reports that were backed by the European Commission, this article seeks to assess whether the actions of the social partners, which have been studied much less than those of national politicians, can set limits to the OMC. Any ability that they have to do so is likely to be contingent upon the national business system in which they operate. Using national, statistically representative data, this article illustrates how the varying preferences of the social actors in Germany and the UK, which can be traced back to the two countries’ contrasting business systems, have resulted in continuing differences in the prevalence of employee share ownership and profit-sharing schemes in those two countries. This has implications not just for the success of measures that rely on the OMC for their implementation, but also for attempts to undertake reforms, such as the Takeover Directive, that have implications for actors whose preferences and interests are shaped by the business system within which they operate.

Bibliographic metadata

Type of resource:
Content type:
Publication type:
Publication form:
Published date:
Volume:
18
Issue:
1
Start page:
33
End page:
45
Access state:
Active

Institutional metadata

University researcher(s):

Record metadata

Manchester eScholar ID:
uk-ac-man-scw:1b5314
Created:
27th August, 2009, 07:27:02
Last modified by:
Allen, Matthew
Last modified:
20th January, 2015, 00:37:09

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