An Analytical And Conceptual Framework On The Possibility...

CHAPTER ONE INTRODUCTION This thesis explores an analytical and conceptual framework on the possibility of employee- ownership influence on organizational loyalty as it applies to the modus operandi of John Lewis’ Partnership. There are divergent views about the influence of employee- ownership on organizational loyalty. Research suggests that ownership may influence organizational loyalty (e.g. Taylor, 2011) but it is not completely clear how, thereby prompting various researches and scientific experimentation on the subject matter. Scholars (e.g. Lampel et al, 2010) reviewing the performance differences between companies that practice employee- ownership framework and other forms, like State-owned Enterprises (SOE) have provisioned mixed results. On the average, these investigation by various scholars and academia opined that employee- ownership and privatization usually results in improved loyalty and financial performance (e.g., Andrew and Dowling (1998); Martin and Parker (1997), Lioukas and Ko uremenos (1989)). The process of employee- ownership, involving all business activities and functions associated with exploitation and opportunities identification (Bygrave and Hofer, 1991; Shane and Venkataraman, 2000), have spawned considerable interests from practitioners and academics. In reality, the employee-ownership functionalities are processes and elements that are vital to the growth of a business organization and economy.Show MoreRelatedWe Tested the Hypothesis That Employee Turnover and Firm Performance Have an Inverted U-Shaped Relationship: Overly High or Low Turnover Is Harmful. 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