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Synergizing Employee Share Ownership With Corporate Governance and CSR: Pathways to Enhanced Organizational Performance and Sustainable Value Creation
Abstract
Over the past three decades, employee share ownership has gained traction in both industrialized and emerging economies, drawing interest from academics, policymakers, and practitioners (Dondi, 1992). This phenomenon has sparked significant interest across academic circles and among policymakers and business practitioners (Kuvaas, 2003; Pendleton et al., 1998).This chapter explores the synergies between Employee Share Ownership (ESO), corporate governance, and Corporate Social Responsibility (CSR), demonstrating how ESO can drive organizational performance and long-term value creation. By integrating agency theory and evidence-based research, it presents best practices for implementing ESO, analyzing its effects on employee engagement, financial performance, and sustainability while addressing potential challenges in stakeholder alignment.
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