Nordic Management Labour Relations and Internationalization

Converging and Diverging Tendencies

image of Nordic Management Labour Relations and Internationalization

An important query for the book Nordic ManagementLabour Relations and Internationalization is whether there has been any convergence towards the American or AngloSaxon neoliberal model for managementlabour relations or not, model which is rather hostile to corporative industrial relations in general and trade unions in particular. The result, however, is that although private and public management have introduced different flexibility reforms and international human resource management (HRM) models in all Nordic countries, the strong managementunion cooperation has remained relatively intact, both centrally and locally. Contrary to many other countries unions and employees have often been positive to competence development, participation and flexible assignments, which were part of unions' codetermination policy of the 1970s aiming for workers to act as equal partners. The book covers different aspects and themes of the global influence on Nordic working life: ­ A theoretical introduction to convergence versus divergence regarding industrial relations and Nordic managementlabour relations; ­ Influence of international HRM policies in Nordic multinational companies and on national IR systems studied in four chapters: in Norway; in Sweden; in Malaysia and Singapore; in European Works Councils; ­ Flexibility strategies and consequences for industrial relations in Sweden; ­ Individualization of salaries in the Danish public sector; ­ Industrial relations and occupational health and safety; ­ Increasing malefemale employee difference regarding IR strategies.



Between the Local and the Global – Representing Employee Interests in European Works Councils of Multinational Companies

This chapter addresses the opportunities for European Works Councils (EWCs) of gaining influence on corporate decisions in multinational companies (MNCs). The first part establishes a frame of reference for investigating the issue by analyzing and discussing the power relations between management and labour in MNCs. The second part introduces the European Union Directive on European Works Councils, previous research on EWCs, and the concept of transnational employee influence. In the third and main part of the article findings from own research are presented and analyzed in the context of opportunities for employee influence. The research is based on a survey and interviews among Danish EWC representatives as well as on a survey among managers in Danish based MNCs. Finally, the last section discusses the EWC as a new arena for European industrial relations and its links and possible compatibility with national, including Nordic, industrial relations traditions.


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