Shared ownership, shared decisions: Decision-making in 100 % employee-owned MNCs - Northern European single case study

Abstract

This thesis delves into decision-making processes within fully employee-owned multinational companies (MNCs), focusing on a specific Northern European MNC in the software development and consulting industry. Through qualitative research, including semi-structured interviews with key decision-makers at the case company, the study investigates how factors such as internal resources, governance structures, cultural differences, and geographical distances influence decision-making in employee-owned MNCs. Key findings underscore the significance of trust, networks, and participatory decision-making in shaping organizational behavior. Additionally, the research delves into challenges such as incomplete information flow, power dynamics, and varying international regulations. The study emphasizes the necessity of clear decision-making protocols, effective communication, and leadership development to enhance decision-making efficacy in employee-owned MNCs. It provides insights into a relatively under-researched area, highlighting the unique internal risks such as the potential departure of large shareholders, financial risk-taking, and levels of trust that are particularly significant in decision-making in employee-owned MNCs.