Table of Contents

Sustainable Development in Organizations

Sustainable Development in Organizations

Studies on Innovative Practices

Edited by Mattias Elg, Per- Erik Ellström, Magnus Klofsten and Malin Tillmar

An increasingly competitive environment can lead to considerable problems for many organizations as they struggle to adapt to change. As a result, they fail to create the conditions that can lead to sustainable development over the long term, thus affecting the capabilities of employees. This book provides a fresh perspective on sustainable change and development in organizations, as well as a critical perspective on lean implementation, work environment and sustainability.

Chapter 14: The Nordic model in a global company situated in Norway – challenging institutional orders?

Hege Eggen Børve and Elin Kvande

Subjects: business and management, management and sustainability, organisational innovation, organisation studies


In this chapter, we focus on how the Nordic model functions in the context of increasing internationalization of work organizations. We will use the concept ‘the Nordic micro model’ (Hernes, 2008) in order to look into political processes on the organizational level, which include the employees’ informal and formal influence on how the company is organized and how this affects the daily work situation for the employees. The Norwegian and the Nordic work and welfare state regulations differ in some ways from the norms of international working life. International companies must, however, adjust to national and institutional regulations in order to achieve local legitimacy (Scott, 2008). At the same time, they are also influenced by processes in global contexts (Freeman, 2001) and by the social institutions in the countries that have fostered them (Morgan, 2001). When national and external institutional contexts meet, tensions may arise that lead to changes in the way national institutions work. Increased internationalization could affect Norwegian working life regulations and lead to the development of new local practices (Børve, 2010). In this chapter, we take as our point of departure a Norwegian technology company, which has become an international enterprise operating in four different continents.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information