Portrait of Friedrich Brandes; Employee of Mendelssohn Bank, Berlin Portraits Men

"25.7.1891 Friedrich Brandes geb. 11.4.1867 pens. 31.12.1927"

Portrait of Moritz Romberg; Employee of Mendelssohn Bank, Berlin Portraits Men

"1.10.1891 Moritz Romberg geb. 4.6.1870"

Portrait of August Rothschild; Employee of Mendelssohn Bank, Berlin Portraits Men

"1.10.1891 August Rothschild geb. 14.11.1870"

Portrait of Otto Pieper; Employee of Mendelssohn Bank, Berlin Portraits Men

"1.10.1893 Otto Pieper geb. 11.2.1868"

Portrait of Heinrich Ruhrmann; Employee of Mendelssohn Bank, Berlin Portraits Men

"15.11.1893 Heinrich Ruhrmann geb. 1.1.1863 pens. 31.12.1927"

Portrait of Richard Mueller; Employee of Mendelssohn Bank, Berlin Portraits Men

"2.12.1895 Richard Mueller geb. 1.3.1853 pens. 31.12.1927"

Portrait of Franz Koch; Employee of Mendelssohn Bank, Berlin Portraits Men

"15.8.1896 Franz Koch geb. 14.9.1860 gest. 21.10.1927"

Portrait of Max Fonrobert; Employee of Mendelssohn Bank, Berlin Portraits Men

"1.6.1897 Max Fonrobert geb. 5.12.1866"

Portrait of Otto Pfeiffer; Employee of Mendelssohn Bank, Berlin Portraits Men

"1.12.1897 Otto Pfeiffer geb. 23.10.1873"

Employee green behavior: A theoretical framework, multilevel review, and future research agenda

We propose a conceptual model based on person–environment interaction, job performance, and motivational theories to structure a multilevel review of the employee green behavior (EGB) literature and agenda for future research. We differentiate between required EGB prescribed by the organization and voluntary EGB performed at the employees’ discretion. The review investigates institutional-, organizational-, leader-, team-, and employee-level antecedents and outcomes of EGB and factors that mediate and moderate these relationships. We offer suggestions to facilitate the development of the field, and call for future research to adopt a multilevel perspective and to investigate the outcomes of EGB.

A daily diary study on ambidextrous leadership and self-reported employee innovation

Ambidextrous leadership involves a combination of behaviours that stimulate employee exploration (‘opening behaviour’) and behaviours that facilitate exploitation of ideas (‘closing behaviour’). We hypothesized that the interaction between leaders’ daily opening and closing behaviours (i.e., ambidextrous leadership) predicts employees’ daily self-reported innovative performance. Results based on diary data provided by 113 employees across five work days supported this hypothesis: daily self-reported innovative performance was highest when both daily opening and closing behaviours were high.

The effect of firm-level contracts on the structure of wages: evidence from matched employer-employee data

Revised: 2006-11

Managing and resisting ‘degeneration’ in employee-owned businesses: a comparative study of two large retailers in Spain and the UK

Employee-owned businesses have recently enjoyed a resurgence of interest as possible ‘alternatives’ to the somewhat tarnished image of conventional investor-owned capitalist firms. Within the context of global economic crisis, such alternatives seem newly attractive. This is somewhat ironic because, for more than a century, academic literature on employee-owned businesses has been dominated by the ‘degeneration thesis’. This suggested that these businesses tend towards failure – they either fail commercially, or they relinquish their democratic characters. Bucking this trend and offering a beacon - especially in the UK - has been the commercially successful, co-owned enterprise of the John Lewis Partnership (JLP) whose virtues have seemingly been rewarded with favourable and sustainable outcomes. This paper makes comparisons between JLP and its Spanish equivalent Eroski – the supermarket group which is part of the Mondragon cooperatives. The contribution of this paper is to examine in a comparative way how the managers in JLP and Eroski have constructed and accomplished their alternative scenarios. Using longitudinal data and detailed interviews with senior managers in both enterprises it explores the ways in which two large, employee-owned, enterprises reconcile apparently conflicting principles and objectives. The paper thus puts some new flesh on the ‘regeneration thesis’.