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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.

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International Management Strategies and Models of Industrial Relations – A Norwegian Experience

A conspicuous development trend in Norwegian working life during the last decades has been that both the industrial relations system and various forms of international management strategies appear to have strengthened their position: the organized relationship between the parties has been maintained and extended in the large industrial company groups. Tripartite cooperation between the state, employers’ associations and the trade unions continues to play a key role in the wage determination processes. And the professional organizations within the health and education sectors have been increasingly incorporated in the corporative bodies. Simultaneously, international management strategies, in which ‘organized partners’ is an unknown term, are to be found in profusion, astride a powerful global wave of IC-technology and market liberalism.

English

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