Implementation and Impacts of Dynamic Shared Ownership

Objectives and Context

This project examines the implementation process of Dynamic Shared Ownership (DSO) within the Bayer Group. The primary focus is to assess its effects on work organization, working conditions, and employee representation. Based on the findings, the aim is to identify the challenges that interest representation actors face in such reorganization processes and in agile work and organizational structures.

The introduction of agile work and organizational structures is one of the fundamental transformation processes currently observable in companies. These transformations are often seen as a means to enhance efficiency and competitiveness. However, the reorganization processes they trigger can fundamentally challenge established routines and work organization practices within companies.

As a result, works councils and trade unions are confronted with new challenges. They must consider how to shape such reorganization processes in ways that serve the interests of employees and how they themselves organize their structures within agile work and organizational contexts. One such transformation process is currently taking place at Bayer, where an innovative organizational model – Dynamic Shared Ownership (DSO) – is being implemented. This model seeks to decentralize decision-making and responsibilities to teams while aiming to reduce hierarchical layers.

Research Questions

The project is structured around the following research questions: (1) Strategic objectives: What strategic objectives do the key actors pursue in implementing DSO? What underlying motivations and justifications do the involved actors provide for the reorganization process? (2) Work organization and working conditions: What changes can be observed in work organization, and what are the consequences for working conditions? (3) Challenges for employee representation and co-determination: What challenges does the implementation of DSO pose for works councils and trade unions? The focus is on the resources available to employee representatives and the development of their capabilities to effectively address these new challenges.

Methodology

The project employs a multi-method approach based on three components.

First, we will conduct semi-structured interviews with members of the central works council, members of the executives' committee, trade union representatives on the supervisory board, and management representatives. These interviews will help identify the strategic objectives of key stakeholders and provide insights into conflicts, compromises, and agreements reached during the process. Second, group interviews will be conducted with team members to examine the practical implementation of the new work organization and its effects on working conditions. Third, semi-structured interviews with works council members and union representatives will explore their experiences with the implementation of DSO. To account for the evolving nature of the process, interviews will be conducted at different points in time.

In addition to the interviews, an analysis of company agreements related to DSO will be conducted. This will enable a comparison between the regulatory framework and the actual implementation practices.