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Drivers and barriers for employee ownership – why is the United States in a positive circle while Denmark is not?

Niels Mygind (Department of International Economics, Government and Business, Copenhagen Business School, Copenhagen, Denmark)

Journal of Participation and Employee Ownership

ISSN: 2514-7641

Article publication date: 7 June 2021

Issue publication date: 23 June 2021

100

Abstract

Purpose

Drivers and barriers for employee ownership vary between countries because of differences in Politics, Institutions and the Economy (PIE). By analyzing this variation, the purpose of this study is to answer why employee ownership has developed fast in the United States and not in Denmark.

Design/methodology/approach

The drivers and barriers for employee ownership are identified from the scientific literature, and the main societal dynamics are identified through the PIE model covering the dynamics between politics, institutional change and the economy. Politics focuses on different social groups influencing the development of institutions driving or hindering employee ownership in the economy.

Findings

United States has followed a self-enforcing circle with broad political support of “shared capitalism,” including the employee stock ownership plan (ESOP) type of employee ownership. In Denmark, the labor movement rejected worker cooperatives as a main strategy and focused on building up the welfare state. Center-right parties favored employee stocks, but the institutional framework never overcame the barriers for employee ownership.

Originality/value

This is the first study to perform an analysis of politics, institutional change and economic development to explain drivers and barriers for employee ownership and to make a comparison between the development of employee ownership in the United States and Denmark.

Keywords

Citation

Mygind, N. (2021), "Drivers and barriers for employee ownership – why is the United States in a positive circle while Denmark is not?", Journal of Participation and Employee Ownership, Vol. 4 No. 1, pp. 42-62. https://doi.org/10.1108/JPEO-06-2020-0015

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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