Studies on Innovative Practices
Edited by Mattias Elg, Per- Erik Ellström, Magnus Klofsten and Malin Tillmar
Chapter 14: The Nordic model in a global company situated in Norway – challenging institutional orders?
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.
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