Management and Employees’ Collaboration: Is the Norwegian Work Life Model Suited for All?

Strand, Geir Liavåg; Skogseid, Ingjerd

doi:10.1007/s11213-012-9269-1

Cited by 6 publications

(3 citation statements)

References 10 publications

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“…Norwegian work life has a deeply rooted tradition of employee involvement and is governed by laws and agreements to secure collaboration between employees, unions, and managers (Strand & Skogseid, 2013). Labor unions exert considerable influence on firm management and are legally entitled to be consulted on issues relating to major structural changes, such as downsizing, outsourcing, and potential mergers (Gooderham, Nordhaug, & Ringdal, 1999).…”

Section: Research Settingmentioning

confidence: 99%

Postacquisition Boundary Spanning: A Relational Perspective on Integration

Colman

Rouziès

2018

Journal of Management

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Through a longitudinal, qualitative study, we explore how preexisting embedded relationships shape boundary-spanning actions in the postacquisition integration process. We examine the role of union representatives in the integration process and find that in our case, they are significant boundary spanners. They share knowledge, promote the acquisition, and mitigate conflicts both within and between the merging organizations. Their intra- and interorganizational preacquisition relationships are the contingencies for their boundary-spanning actions. Our study makes several contributions to the literature. First, we show how a set of actors, mostly ignored by the mergers and acquisitions literature, can play a key facilitating role in the integration process. Second, we extend the understanding of the autonomy-integration dilemma in the postacquisition integration literature by conceptualizing preexisting relationships as precursors to postacquisition boundary spanning. Third, we challenge the classical conception of relational inertia as a path-dependent hindrance by showing that preexisting relationships can be leveraged to facilitate postacquisition integration. Finally, we contribute to the boundary-spanning literature by identifying the nature of embedded preacquisition relationships as an important contingency to boundary-spanning actions in interorganizational encounters.

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Section: Research Settingmentioning

confidence: 99%

Postacquisition Boundary Spanning: A Relational Perspective on Integration

Colman

Rouziès

2018

Journal of Management

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“…Strand and Skogseid (2013) explore the factors that impact on the implementation of broad collaboration between employees, unions and managers in the context of the regional traditions as well as the Norwegian work life model. The article compares a case of success and a case of failure and the authors suggest strategies for how to develop an environment for broad collaboration in companies that have no such tradition.…”

Section: Literature Reviewmentioning

confidence: 99%

Trade Unions and Work-Life Rights: The Challenge of Work-Life Interface in a Union Environment

Tremblay

2016

Employ Respons Rights J

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The issue of work-life rights is increasingly present in trade unions, who advocate for improved working conditions and living standards of workers. Indeed, unions have adopted numerous resolutions on the subject of work-family balance over the years and they have been negotiating with companies and public organizations in this field, and started to look at the situation within their own organization. However, while unions have negotiated work-life rights for their members, this may appears to apply more to the workplaces unions represent than to unions themselves, as employers, and the situation of their own employees. Our research shows that a culture of long hours and strong commitment to the cause sometimes makes it difficult to balance work and family for union employees. Also, the younger generation appears to question the culture of long hours as a signal for performance. IntroductionThe issue of work-life rights is increasingly present in trade unions, who have advocated for improved working conditions and living standards of workers, including for a work organization that is sensitive to work-family balance. Indeed, unions have adopted numerous resolutions on the subject of work-family balance over the years and they have been negotiating with companies and public organizations in this field, but they have not been as sensitive to the situation within their own organizations, and have not structured paid union jobs accordingly. We have studied the case of one Canadian union, which may not be generalized to all Canadian unions, or to other countries, but the information collected with this union, and more informally with other unions in Canada and abroad, seems to indicate that the situation is quite similar in most unions, as the type of work is very similar. While it would be important to pursue the research with other Canadian unions and abroad, this first research on work-life issues in unions is valuable inasmuch as it offers insights on an issue which has not been the object of publication to this day, as our literature review indicates, that is the work-life issues for paid union staff. The literatures' silence on this specific issue makes our research important.

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“…In this section we analyze the 12 core publications (Andersen, Rasch, Hochlin, Tollefsen, & Sandvik, 2009;Bang, Fuglesang, Ovesen, & Eilertsen, 2010;Brøgger, 2010;de Vibe & Konsmo, 2005;Holum, 2012;Landstad, Gelin, Malmquist, & Vinberg, 2002;Martinussen, Adolfsen, Lauritzen, & Richardsen, 2012;Rolfsen, 2013;Saksvik & Tvedt, 2009;Skjorshammer, 2001;Stensaker & Langley, 2010;Strand & Skogseid, 2013).…”

Section: What Can We Learn From the 12 Core Publications?unclassified

Good Nordic management practices

Torvatn¹,

Sørensen²,

Talja³

et al. 2015

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Management and Employees’ Collaboration: Is the Norwegian Work Life Model Suited for All?

Cited by 6 publications

References 10 publications

Postacquisition Boundary Spanning: A Relational Perspective on Integration

Postacquisition Boundary Spanning: A Relational Perspective on Integration

Trade Unions and Work-Life Rights: The Challenge of Work-Life Interface in a Union Environment

Good Nordic management practices

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