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The global economic crisis and the housing bubble meltdown have had a significant impact on the Spanish property market. As a result, the homeownership–tenancy dichotomy has become a matter of discussion, and efforts are made to discover formulas that provide affordable, stable and flexible housing access. Taking this background into account, the Catalan lawmaker has implemented the so-called “intermediate tenures” (temporal ownership and shared ownership) into the Catalan Civil Code, which are conceived as a middle ground between ownership and renting. This paper aims to explores how these “intermediate tenures” work.

These tenures are conceived as a middle ground between ownership and renting and may be used for a variety of purposes. As the Catalan lawmaker has fragmented the right of ownership on the basis of English law, which is a great breakthrough regarding the long-standing conception of the right of ownership in continental legal systems, the paper explores how these “intermediate tenures” work, as regulated in Act 19/2015, in a comparative perspective.

The paper offers an overview of how these “intermediate tenures” are regulated and which are the problems arising from legislation and the potential uses.

As the temporal ownership confers on the titleholder the domain of an asset for a specifically defined period of time, it does not conform to the right of ownership as it is currently conceived in continental European legal systems, given that it is based on the English leasehold; shared ownership confers on the buyer a property share in the thing, entitling him to the full possession, use and exclusive enjoyment of the thing and to gradually acquire the remaining share. Both are based on the English shared ownership scheme and leasehold, and are legal transplants worth to be analysed.

The purpose of this paper is to explore the role of affordable home ownership in the light of the recent global financial crisis.

The paper draws on recent research conducted by the authors and others which included analysis of secondary data and policy documents and interviews with key stakeholders including housing associations and developers. The theoretical scope of the paper is outlined in the first section which looks at the principles behind the two main approaches to providing affordable home ownership: shared equity and shared ownership. Given continuing aspirations on the part of most households in England to become home owners, the key comparison is with the attributes of full ownership.

The paper finds that the main products share many of the attributes of full home ownership while remaining more affordable. The economic situation post‐2007 made both shared ownership and shared equity more difficult. The crisis and its aftermath also suggest that there is a need to develop a more robust and longer term market in equity sharing. This could be of real significance into the longer term, especially if the availability of mortgage finance remains constrained for many years to come. The paper concludes that in the longer term, developing a range of partial tenures which provide most of the benefits of owner‐occupation but which reduce risks to individual households and improve affordability in the early years is a desirable strategy.

There are clear implications for policy makers in other countries, notably the benefits from developing an intermediate tenure market which includes institutional equity and risk taking rather than continued large‐scale reliance on debt finance.

Given stated governmental ambitions to meet housing aspirations, this paper clarifies how it is possible to meet an identified need for affordable home ownership products to fill the growing “gap” between first‐time buyers who can purchase with parental help and those who have no means of achieving home ownership, even though they have the income to support such a choice.

Drawing on the motivated information processing in groups (MIP-G) model, the purpose of this paper is to explore the relationship between team reward interdependence and team performance, treating shared leadership as a mediator and team average job-based psychological ownership as a moderator.

Data were collected from a field sample of 72 knowledge-based work teams comprised of 466 team members and their team leaders. Data were analysed using hierarchical regression analysis and moderated path analysis.

Team reward interdependence was positively related to team performance through shared leadership. Team average job-based psychological ownership moderated both the relationship between team reward interdependence and shared leadership, and the indirect relationship between team reward interdependence and team performance.

The shared leadership literature is extended by exploring the antecedents of shared leadership from the perspective of team incentives and by examining the moderating role of team average job-based psychological ownership.

Organizations and managers should pay attention to team pay system design and be aware of the importance of employees’ psychological ownership toward their jobs in promoting shared leadership in teams.

This study sheds light on the antecedents of shared leadership from motivated information processing perspective and examines antecedent boundary conditions through the moderating role of team average job-based psychological ownership.

To examine perceptions of organizational atmosphere and joint ownership in a firm in which capital ownership is broadly shared among members of its work force.

A questionnaire was administered with a sample of 123 people from a Mondragon cooperative firm, ULMA Architectural Solutions, and responses were analyzed using principal components’ analysis and regression techniques.

Two factors are found to play especially important roles in explaining perceptions: (1) work and management/supervisory practices, especially those relating to communication and participation in decisions in respondents’ immediate work area, and (2) job type (blue collar vs. white collar).

The study confirms earlier research on the broad centrality of participation and related practices to perceptions of work and the organization in employee ownership settings, while findings focus on the immediate work environment and relationships with immediate managers for blue-collar workers.

These are closely related to the research implications, underlining the importance to worker-owners, in manufacturing contexts, of communication and involvement in decisions in their immediate work environment.

Widespread concerns about inequality, poor working conditions, and competitiveness suggest the importance of investigating enterprises with broadly shared capital ownership, enterprises that tend to address these concerns.

The chapter reinforces the fundamental roles of information-sharing and participation in enterprises with shared ownership, while making key distinctions between shopfloor and office workers experiences and perceptions.

This chapter addresses employee ownership within a strategic human resource management (SHRM) framework that has gained increased attention. The study extends the configurational approach to SHRM and argues that the construct of the workforce philosophy is the primary factor that determines the coherence of HRM systems. In other words, the workforce philosophy propagates the idea that employees both deserve to be co-owners and must be taken seriously as such. In addition, the chapter argues that the HRM system should reflect this workforce philosophy: the HRM system should contain HRM practices that mirror the rights that comprise the very construct of “ownership.” We present the possible core HRM practices of the “ownership high-performance work system (O-HPWS),” which, similar to employee ownership, produces favorable outcomes. The chapter also addresses the important mediating role of employees’ perception and attributions related to employee share ownership in the relationship of the HRM system (with employee share ownership) to favorable outcomes.

The purpose of this paper is to investigate gender differences among (potential) successors of Dutch family firms with respect to education, self-perceived capabilities and ownership ambition.

The empirical analysis – which includes correlations, t-test and logistic regression analysis – is inspired by several theoretical perspectives used in previous studies and based on a sample of 232 (potential) successors who filled in a questionnaire.

The results show that there is a clear gender difference regarding ownership; men strive more often for full ownership, whereas women opt for shared ownership, even when controlling for relevant variables such as the presence of children.

Future research should address the precise reasons why female successors prefer shared ownership. Particularly, it would be interesting to include the impact of the institutional environment, for example the specific Dutch working culture, where the majority of women works part-time.

Shared ownership might be more complicated in terms of governance and management than full ownership.

Opportunities for shared ownership might stimulate more women to take over the family firm, and therefore contribute to more diversity among family business owners.

This paper contributes to the still limited knowledge on gender differences among successors of family firms.

One of the major concerns in the emerging phenomenon of collaborative consumption (CC) is the issue of contamination (i.e. feeling “grossed out” when sharing items with others). Guided by the law of contagion and the consumer contamination effect theory, this research investigated the ways in which companies can manipulate in order to reduce the negative contamination when renting or purchasing used fashion items from others. Specifically, this research examines this issue of contamination through the ownership type of the shared goods (e.g. corporate-ownership or B2C exchange, and consumer-ownership or C2C exchange) and its effect on consumers' CC intentions in two distinct sharing contexts (i.e. rental and secondhand purchase).

A total of 181 American female consumers were assigned to an experimental CC scenario, and their rental/secondhand purchase intentions were compared through ANCOVA analysis.

In both rental and secondhand purchase contexts, consumers displayed greater intentions to shop in B2C setting (i.e. corporate-ownership) with no direct contact with the previous owner, than in C2C setting (i.e. consumer-ownership) with a greater association with the previous owner and the shared items. Such inclination was more prevalent when purchasing a shirt than a handbag, suggesting that consumers feel more grossed out when there is greater physical contact with the shared item.

The findings of the study suggest a possible solution to alleviate the contamination effect, and the discovery of the degree of contact as a moderator provides new insight into contamination research.

The purpose of this paper is to explore employee participation in ownership and control in a modern corporation and its impacts on intra-organizational social capital and workplace dynamics.

Using the National Bureau of Economic Research Shared Capitalism Survey, it explores the varieties of organizational governance and tests the effects of shared capitalist programs and policies via multivariate regression analyses.

It presents empirical support for the main working hypothesis that employee participation in ownership and control enhances worker trust for the firm, which in turn promotes commitment to performance and innovation at workplace.

The empirical findings here imply that scaling worker participation can enhance productivity potentials of a firm.

Above all, this paper takes a look at shared capitalism and workplace participation in decision making through the lens of social capital.

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.

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.

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.

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.

This chapter investigates the differences in share-plan participation among various employee groups and why these differences exist. For strategic and tactical reasons, inequality may result from an employer’s choice to distinguish among groups when allocating or offering shares. Differences among groups are also based on employee preferences. In addition, differences may be caused by social stratification, which limits access to plans for certain groups. Using these three perspectives, this study found important demographic differences in participation and received benefits. The study revealed that employers tend to focus on high-level personnel. It also found that employees may differ in how knowledgeable they are regarding share plans and how they value the usefulness of participating in share schemes.