The ideological origins of employee participation in corporate democratic management are diverse. Since the practices regarding whether and how employees participate in corporate democratic management vary across different countries or regions, relatively independent contexts and distinct logics have objectively emerged. However, we often observe identical or similar institutional details. For example, employee stock ownership plans exist in both the United States and China. Although the backgrounds of these two types of employee stock ownership differ significantly, both are manifested as employees owning company shares. Therefore, within the system of employee participation in corporate democratic management, there are both traditional continuations and legal transplants. Consequently, we can extract or deduce the ideological basis of employee participation in corporate democratic management from multiple schools of thought, forming a multitude of theoretical foundations for employee participation in corporate democratic management. For example: industrial democracy theory; economic democracy theory; democratic capitalism theory; co—governance theory (which can be further divided into shareholder and employee cooperative game theory, stakeholder theory, etc.); human capital theory and corporate social responsibility theory; social balance theory; labor and capital union theory; corporate social cost theory and information disclosure theory; management science theory; business community theory; employee autonomy theory. Many theories in these propositions are intricately interconnected. Some of them are more institutional in nature and difficult to classify as foundational theories. In fact, “employee participation in corporate democratic management” itself forms a theoretical concept. This concept may be related to several of the aforementioned theories or simply represent different conceptual types or terminologies across national contexts.