The article aims to bridge divides between political theory and management and organization studies in theorizing workplace democracy. To achieve this aim, the article begins by introducing a new definition of democracy which, it is contended, is better suited than mainstream accounts to highlight the democratizing potential of employee involvement. It then defines employee involvement as an offshoot of early twentieth-century humanistic psychologies, from which it inherits an emancipatory ambition. In a third step, the article presents employee involvement as a (...) set of organizational practices liable to transform dominant patterns of authority and social interaction in the workplace. The article concludes by contending that, apart from representation/participation and the employee’s voice, employee involvement must be considered the third necessary pillar of workplace democracy, endowed with distinctive normative features that neither representation/participation nor voices can aptly capture. (shrink)

This paper offers an account of the social foundations of a theory of democracy. It purports to show that a social ontology of democracy is the necessary counterpart of a political theory of democracy. It notably contends that decisions concerning basic social ontological assumptions are relevant not only for empirical research, but bear a significant impact also on normative theorizing. The paper then explains why interactionist rather than substantialist social ontologies provide the most promising starting point for building a social (...) ontology of democracy. It then introduces and examines the three notions of habits, patterns of interaction, and forms of social organization, conceived as the main pillars of an interactionist social ontology of democracy and briefly discusses some major implications of this approach for democratic theory. (shrink)

Journal of Social Philosophy, EarlyView.