Introductory note: Cases by their very nature are static at a particular point in time. As you prepare for the questions below, it might be helpful to update yourself about any recent discussions within these countries about on-going challenges and possible changes in the codetermination system.

1. In general, what are the benefits and limitations of codetermination systems as practiced in Europe (e.g., Germany, Sweden, and France)? What could other countriesand companies around the world learn from these experiences?

2. How might you think European codetermination systems affect corporate cultures? Why?

3. How might codetermination influence the qualifications for successful managers in European enterprises?

4. Do you agree or disagree with the following statement: "Codetermination systems generally support stakeholder models of organization, but not stockholder models. In fact, investors are placed at a significant disadvantage in terms of return on their investments, while managers loose considerable autonomy to build successful organizations." Explain.

5. Are there advantages and disadvantages of dividing board control into two boards (unitary and dual boards), as is often seen in Europe? Explain.

6. German companies use codetermination systems in their home country, but seldom in their foreign subsidiaries. These systems are either watered down or simply not used. Why?

7. Would codetermination models work in Chinese gong-si or Japanese keiretsu organizations (see chapter 3)? Why or why not?

8. How do you think cultural differences have influenced the ways in which employee participation in management has evolved around the world in recent times? Explain.

9. As a senior manager, would you prefer to work in a company using a codetermination system or one in which managers have greater autonomy? Explain.

10. Is codetermination the wave of the future in global management? Why or why not?