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Self-Management, Employee Ownership and Transition

In: Equality, Participation, Transition

Author

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  • Saul Estrin

Abstract

The process of economic reform and transition from plan to market has created unprecedented opportunities for the development of a significant employee owned or controlled sector in large parts of the globe. But these developments have also highlighted some fundamental weaknesses and deficiencies in the traditional self-management literature (see, for example, Ward, 1958; Vanek, 1970; Meade, 1972; Bonin, Jones and Putterman, 1993). These questions were not resolved in the 1970s and 1980s, when the main focus of attention was on producer co-operatives in Western Europe and the United States, and the self-management experiment in Yugoslavia. The issues continue to plague us in our analysis of how to take employee ownership forward in the transition context. My aims in this paper are to highlight the opportunities for employee ownership in this region and to provide some direction as to where I think new research will be needed to yield an appropriate model for this emerging self-managed sector.

Suggested Citation

  • Saul Estrin, 2000. "Self-Management, Employee Ownership and Transition," Palgrave Macmillan Books, in: Vojmir Franičević & Milica Uvalić (ed.), Equality, Participation, Transition, chapter 9, pages 145-161, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-52309-8_9
    DOI: 10.1057/9780230523098_9
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    Cited by:

    1. Kazuhiro Ohnishi, 2010. "Most-Favoured-Customer Pricing and Labour-Managed Oligopoly," Journal of Industry, Competition and Trade, Springer, vol. 10(1), pages 33-40, March.
    2. Zorica Kalezić, 2015. "Ownership Concentration and Firm Performance in Transition Economies: Evidence from Montenegro," Journal of Central Banking Theory and Practice, Central bank of Montenegro, vol. 4(3), pages 5-64.

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