This book examines how the norms, culture, and practices of the socio-economic Nordic model give them a competitive edge in globalized production chains. Using the Norwegian automotive industry – one of the most globalized industries in the world – as the empirical foundation of the book, it examines the strengths, tensions, and challenges the Norwegian work organization style meets in this particular business environment. It explores the current indicators of competitiveness, innovation, scientific excellence, and well-being as compared with the US, UK, EU, Japan, and elsewhere to address the hotly debated question of how institutions and culture contribute to or inhibit certain forms of work organization, learning, and economic performance.
Integrating action research, organization studies, and learning and innovation economics, this book provides a more precise understanding of how institutions and cultures at a macro level shape learning practices in a competitive industry.
|Publisher:||Springer International Publishing|
|Series:||Palgrave Studies in Democracy, Innovation, and Entrepreneurship for Growth|
|Edition description:||1st ed. 2018|
|Product dimensions:||5.83(w) x 8.27(h) x (d)|
About the Author
Halvor Holtskog is Professor of Technology Management in the Department of Technology, Economy, and Management at Norwegian University of Science and Technology (NTNU), Norway.
Elias G. Carayannis is Full Professor of Science, Technology, Innovation and Entrepreneurship; co-Founder and co-Director of the Global and Entrepreneurial Finance Research Institute (GEFRI); and Director of Research on Science, Technology, Innovation and Entrepreneurship, European Union Research Center (EURC) at the School of Business of the George Washington University in Washington, DC, USA.
Aris Kaloudis is Professor and Head of Unit at Norwegian University of Science and Technology (NTNU), Norway.
Geir Ringen is Professor at the Norwegian University of Science and Technology (NTNU), Norway.
Table of Contents
1. Introductory Chapter
2. The financial crisis
3. Development of suspension parts project
4. Organizational Culture I – the Differentiated perspective
5. Culture II - Internal business contradictions
6. Facilitative management
7. Policy implications of the reindustrialization of advanced economies