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“Democracy” can be defined in different ways, each of which offers a different way of looking at the relationship between democracy and governance. Mark Bevir’s (2010) Democratic Governance offers a genealogical account of the development of this relationship from the late 19th century, focusing on the role of particular theories of social science, and raising serious questions about the degree to which contemporary practices conflict with democratic ideals. Bevir suggests a more radical, participatory approach as a way of resolving this conflict. Here I extend his genealogical account to include two thinkers, Jeremy Bentham and William Thompson, who laid much of the groundwork for modern social science, but with very different ideas about democracy. Extending the genealogy to Bentham and Thompson opens the way for a consideration of some aspects of the relationship between democracy and governance not included in Bevir’s account, and raises questions as to whether the different models of democracy can be integrated in the way he suggests.

Most people associate ownership with the ability to control something. In the USA, employee share (or stock) ownership plans (ESOPs) are one of the principal forms of employee ownership. However, most ESOPs give employees very limited rights of control over the company they own. This paper explore this conflict by examining theories of property and ownership to determine whether the right to participate in decision-making is inherent in the idea of ownership as it is generally understood. Ultimately, the author argues that the law governing ESOPs should be revised to give employees a larger role in the governance of their companies.

This paper considers the concept of ownership both historically and analytically. The author examines the roots of property theory in the work of John Locke and contemporary theorists, as well as contemporary theorizing about ownership.

There are two kinds of ownership: legal ownership and psychological ownership. In legal ownership, the right to participation is inherent but alienable, so one can legally be an owner of something but have no right of participation. Psychological ownership primarily arises from a sense of control. Legal ownership confers some part of the bundle of rights associated with property. Psychological ownership conveys a feeling of efficacy, responsibility and control, but no formal rights. The author argues that, for employee ownership to be more than mere property-holding, it must include meaningful participation in decision-making, including governance.

This paper is only concerned with ESOPs in the USA. Although the findings may be applicable, it does not address other forms of employee ownership or employee ownership outside of the USA.

People associate ownership with the ability to control something, so when workers are told they own their company but then find they have few control rights, it may undermine their sense of ownership. This then has negative implications for the company's success. To ensure meaningful levels of governance rights, policy-makers should revise the laws governing ESOPs to require greater involvement by employees.

Clarifying ambiguities around ownership will help support arguments for affording employee-owners greater control rights in their companies, which will have various spill-over effects.

Practitioners and scholars alike deploy the term, “ownership” but ascribe different meanings to it. The distinction between legal and psychological ownership is largely lacking in the ESOP literature. Clarifying this distinction will help to move the discussion forward regarding employee participation in ESOPs. In addition, the paper provides an original analysis of property that demonstrates the importance of the right to control, showing that the traditional ESOP structure may violate important aspects of that right.

To examine how different types of ownership, including investor-owned, employee-owned, and mixed models, affect the dynamics of participatory practices in the workplace, and the broader social effects of these differences.

Brings together literature from democratic theory and empirical research in workplace participation and employee ownership. The first step is to articulate the range of democratic practices from nondemocratic to strongly democratic. The essay then discusses the different forms that participation can take and the threshold for what can be considered democratic participation. It then considers different models of ownership and the impact of ownership type on participatory practices.

It is found that investor-owned firms cannot be considered strongly democratic and that worker cooperatives are more likely to be strongly democratic and cannot fall below the threshold of weak democracy. However, strong democracy is not necessarily a feature of worker cooperatives.

Little work has been done to consider the way the type of ownership affects the kind or degree of democratic practices that may be present in an enterprise.

Green Lean Six Sigma (GLSS) is a comprehensive approach that aims to reduce waste, emissions and non-value added activities, thus mark an effective impact on sustainability of firms. Despite the numerous benefits of GLSS implementation, it is evident that Micro Small and Medium Enterprises (MSMEs) are still struggling to understand, integrate and implement this strategy. This research work provides a comprehensive analysis of GLSS within MSMEs and proposes a conceptual integration framework of GLSS for improving economic and environmental dimensions of sustainability MSMEs.

A systematic literature review (SLR) methodology was planned to assess and analyse the research articles from 2007 to 2022. Different key elements of GLSS such as barriers, enablers and tool sets have been thoroughly reviewed and analysed for MSME organisations to understand their behaviour and effectively adopt the GLSS approach in their operations.

This study provides the analysis of different perspectives of GLSS and this will contribute to improve different metrics related to emissions and quality in MSMEs. It provides MSMEs industrial managers with a comprehensive knowledge base of GLSS elements, enabling effective deployment.

The present study provides a significant knowledge base and know-how of GLSS to researchers that will assist in deploying this sustainable approach in different industrial domains. The study also assists industrial managers by providing a systematic framework of GLSS for MSMEs. Further, the study also supports society by proving pathway to improve the environmental dynamics through the execution GLSS.

The study is of the first kind that review different facets of GLSS related to MSME. The study not only enhances theoretical know how of GLSS but also guides practitioners how to implement comprehensive GLSS program for improved environmental sustainability.

Purpose: The primary objective of this investigation is to determine the importance of big data, machine learning, and systems integration in the creation, production, and promotion of the corporation’s life insurance products marketed in India overall designated insurance carriers. It is also necessary to investigate the function of these instruments in the sectors financial designed and operated managing approaches.

Methodology: The approach used for this analysis is mainly connected to evolutionary and exploratory research. Secondary information is used to obtain the necessary data for the study topic. Secondary data included scientific papers and videos supplied by specialists in diverse domains.

Findings: In this chapter, the authors explain the financial function of large data sets, computer sciences, and content marketing modelling and simulation in the designing, developing, and deploying financial products. The researcher investigated the sale of life insurance plans in India. Insurance Governing Planning Commission is a controlling organisation from the Government of India that oversees all registered insurance businesses in India. Insurance Regulatory and Development Authority (IRDAI) regulates a total of 60 businesses. Thirty-four are in the commercial banking industry, 24 are in the life insurance industry, and 2 are more significant than the average total cost.

Practical implication: Data analytics approaches in financial technological processes and private insurers are helping them increase their business turnovers, collections, and revenue. Similarly, big analysis of data is becoming increasingly important in corporate finance in the life insurance industry, particularly in improving operations, as well as attempting to address numerous problems such as how to optimise marketing strategies and how to enhance customer experience, which has resulted in the most significant goal of improving operational efficiency in the financial industry.

The study aims to identify Green Lean Six Sigma (GLSS) barriers in the context of Higher Education Institutions (HEIs) and prioritize them for executing the GLSS approach.

A systematic literature review (SLR) was used to identify a total of 14 barriers, which were then verified for greater relevance by the professional judgments of industrial personnel. Moreover, many removal measures strategies are also recommended in this study. Furthermore, this work also utilizes Gray Relational Analysis (GRA) to prioritize the identified GLSS barriers.

The study reveals that training and education, continuous assessment of SDG, organizational culture, resources and skills to facilitate implementation, and assessment of satisfaction and welfare of the employee are the most significant barriers to implementing this approach.

The present study provides an impetus for practitioners and managers to embrace the GLSS strategy through a wide-ranging understanding and exploring these barriers. In this case, the outcomes of this research, and in particular the GRA technique presented by this work, can be used by managers and professionals to rank the GLSS barriers and take appropriate action to eliminate them.

The ranking of GLSS barriers gives top officials of HEIs a very clear view to effectively and efficiently implementing GLSS initiatives. The outcomes also show training and education, sustainable development goals and organizational culture as critical barriers. The findings of this study provide an impetus for managers, policymakers and consultants to embrace the GLSS strategy through a wide-ranging understanding and exploring these barriers.

The GLSS barriers in HEIs may significantly affect the society. HEIs can lessen their environmental effect by using GLSS practices, which can support sustainability initiatives and foster social responsibility. Taking steps to reduce environmental effect can benefit society as a whole. GLSS techniques in HEIs can also result in increased operational effectiveness and cost savings, which can free up resources to be employed in other areas, like boosting student services and improving educational programs. However, failing to implement GLSS procedures in HEIs could have societal repercussions as well. As a result, it is critical for HEIs to identify and remove GLSS barriers in order to advance sustainability, social responsibility and operational effectiveness.

GLSS is a comprehensive methodology that facilitates the optimum utilization of resources, reduces waste and provides the pathway for sustainable development so, the novelty of this study stands in the inclusion of its barriers and HEIs to prioritize them for effective implementation.

The aim of this study is to investigate and clarify how the triple helix actors can effectively implement the concepts of Kaizen to navigate and overcome the complex obstacles brought on by the global COVID-19 pandemic.

Through broad literature reviews, nine common parameters under triple helix actor have been recognized. A regression analysis has been done to study how the triple helix actors’ common parameters impact Kaizen implementation in business operations.

The results of this study revealed insightful patterns in the relationships between the common parameters of triple helix actor and the dependent variables. Notably, the results also showed that leadership commitment (LC) emerges as a very significant component, having a big impact on employee engagement as well as organizational performance.

In addition to offering valuable insights, this study has limitations including the potential for response bias in survey data and the focus on a specific set of common parameters, which may not encompass the entirety of factors influencing Kaizen implementation within the triple helix framework during the pandemic.

The originality of this study lies in its comprehensive exploration of the interplay between triple helix actors and Kaizen principles in addressing COVID-19 challenges. By identifying and analyzing nine specific common parameters, the study provides a novel framework for understanding how triple helix actors collaboratively enhance organizational performance and employee engagement during challenging times.