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This study investigates the collaboration between Danish nurses' shop stewards and workplace management. The aim of the study is to track changes in workplace climate after a major structural reform of the health sector.

The data source for the study is a comprehensive survey among union representatives in the health and care sectors.

Generally, and not surprisingly, shops stewards maintain closer relations and a higher degree of loyalty to the nearest managers rather than management at higher levels in the hierarchy. It can also be demonstrated that more experienced shop stewards, those who have been employed in this position and in the workplace for the longest terms have more affirmative relations to management than less experienced shop stewards with shorter tenure. Those shop stewards who spend much time on the entitled duties are rewarded with positive collaboration with management. Hard times at the workplace and dissatisfied colleagues, who do not support their union representative, often result in less rewarding relations with management. Quite unexpectedly, the intensity of relations with management is not significantly related to structural or other changes that the workplace has experienced over the past two years. Changes are therefore accepted as inevitable and regular occurrences in the health sector.

The response rate is very high in the survey. Further qualitative research may reveal details about the background and implications.

The study suggests that many shop stewards may suffer from a competence gap in terms of more advanced new public management strategies and tools. This gap has not yet been successfully filled by the services and training activities offered by the Danish Nurses Union.

Results from the study are being taken on board in the union's strategies. The evidence is also helpful for the managers in the health sector, as they are seeking to develop a constructive the collaboration with the unions.

Intra-European labour migration has divergent labour market consequences across institutional settings and economic sectors. Some sectors experience increasing pressure on industrial relations and labour market segmentation while others do not experience such effects, and it remains unclear how to explain this variation. Based on empirical findings from a comparative study of four economic sectors in Denmark, this article discusses the role of labour market institutions and structural conditions in shaping the consequences of labour migration at a sectoral level.

Discusses experiences on the development and use of horizontal and vertical prototypes. Explains the difference. Resolves that horizontal prototypes can be developed with ′little effort′, but end users are reluctant to become involved in the development process. Contrastingly resolves that vertical prototypes appear to stimulate constructive response. Reasons that developers should be aware of the tacit knowledge which plays an important part in users′ work practices and should be involved early in the development process. Proposes three techniques to meet the requirements – participation, simulation and evaluation.