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This research seeks to ask to what extent model transfer in employee relations (in terms of employee representation, participation and workplace bargaining) occurs between Nordic and Baltic countries from the principal firm to the subsidiary. It also looks into explanations as to why model transfer occurs – or does not occur – from the perspective of the Nordic industrialist's labour management strategy.

This is a case study comprising three clothing manufacturers and three engineering shops in different Baltic States: Estonia (population 1.4 million), Latvia (2.3 million) and Lithuania (3.4 million). These production sites have headquarters in three Nordic countries: Denmark, Norway and Sweden. Semi‐structured (thematic) interviews are carried out among managers, shop stewards and employees of the subsidiaries.

There is little model transfer between the Nordic principal firm and the Baltic subsidiary, whereas the Nordic employer prefers local forms of employee relations. Modest model transfer derives from the desire for controlling the labour process, where the Nordic investor seeks to utilise differences between the regimes.

The Nordic industrialists' search for the distinction between different regimes and the Baltic drive at liberal market economy (LME) together may prove fatal for labour conditions. Such production policy will not improve the position of the Baltic worker.

The findings question the very idea of model transfer: where any labour management strategy existed, there was either an unambiguous assertion of indigenous solutions or adoption of “best practices” not peculiar to the Nordic labour relations regime.

The purpose of this paper is to describe, discuss and analyze forerunner cases from three different decades in workplace concept development in Sweden and Finland and discuss the transformation over time to better facilitate management of office development and disseminate Nordic experiences.

The reflecting paper is discussing the development of workplace concepts. It is based on case studies collected from 1980s to the new millennium. The reflection is based on the perspective of Nordic culture. The characteristics of the Nordic culture used in the paper are low power distance and individualism.

The evolution from “office as a city” to “city as an office” has taken place in both countries and Nordic cultural values have provided fruitful platform for them. However, the layer of organizational culture in the studied workplaces also has an impact on the development and implication of the concepts.

The selection of case studies is limited to two Nordic countries only. The comparison of all five Nordic countries could increase the understanding of Nordic culture and similarities and differences between the countries. The study could be deepened by a more thorough literature review including not only Nordic but also European cases.

The dilemma of management when designing workspaces for the changing world is in that individuals increasingly choose where to work, when, with whom and how. Facilitating that freedom of choice is a balancing act in modern workspace design where people is a scarcer resource than space. It requires an active management that sees their facilities as a part of their system not as a costly box top put it in.

Easy access seems to be the key to the workspace of the future when decision power shifts from organizations to individuals. Simultaneously, individuals need to take more and more responsibility and action to get their job done: the cases illustrate how this has been done and that the integration and interaction between office concepts and office work will need to be on business agendas.

The perspective of Nordic workplace concept development from 1980s provide the material for future development, without an understanding of the past one cannot understand the future.

Abstract: The Nordic Electronic Research Library is a concept which NORDINFO, the Nordic Council for Scientific Information, will use as an umbrella for its activities during the coming years. The concept is based on national developments within the research library sector in each of the five Nordic countries, Denmark, Finland, Iceland, Norway and Sweden. The goals of the Nordic Electronic Research Library are built on national goals, which in general terms are to make scientific and technical information easily available in all the Nordic region, independent of subject area, publication form and location of the user. This paper explores briefly the developments of the electronic research library in the Nordic region and how the concept is carried out. NORDINFO provides grants and project money to support coordination and cooperation within the field and the question is raised as to how NORDINFO can assist this development and increase cooperative efforts.

Ideas related to “the Nordic” are important in the reconstruction of national identities in Denmark, Finland, Iceland, Norway and Sweden, and these countries’ modern national narratives are structurally highly similar. At the same time, there are clear differences between the Nordic countries regarding their national images. The purpose of this study is to a examine the relationship between ideas of the Nordic and national images through a qualitative study of brand manifestations on Nordic web portals for foreign visitors.

The two guiding research questions are: How do Nordic branding strategies and national stereotypes impact on nation-branding content toward visitors in the Nordic region? What traces of the Nordic as a supranational concept can be found when the Nordic is translated into concrete national brand manifestations? The analysis focuses on brand manifestations such as brand visions, codes of expression, differentiation, narrative identity and ideologies.

The analysis shows that clichés about the nations prevail in contemporary brand material and that Nordic branding strategies impact on the portals in diffuse and implicit ways. There are, however, some important common denominators, pointing toward a new Nordic brand related to exotic, untouched yet easily accessible nature, with a focus on pure, fresh and clean food with new tastes, in combination with happy and welcoming people.

The results from the study contribute with insight in how ideas of the Nordic on a supranational level transform when used in concrete and practical branding material. Further, this paper proposes a new Nordic branding focus, which contests traditional Nordic ideas.

This paper aims to develop place branding theory toward the accommodation of a multifaceted understanding of value and value negotiation by Nordic branding actors by way of answering the following question: How is Nordicness appropriated by Nordic branding actors and what value regimes are drawn on in the process?

Using field data from a selection of branding actors and sectors in Norway, Sweden and Denmark, a qualitative analysis of Nordic branding performances is used to unpack the negotiations of valuation of worth.

The analysis identified three principle orders of worth behind Nordicness (civic, green and inspired) that are negotiated through compromises between orders of industry and domestic and by contesting the orders of fame and market. The findings indicate how Nordicness is performed as principle worths and tensions and how these are rendered meaningful as propositions of “value as difference” as they are performed in practice by brand actors.

Several studies focus on how place branding “adds value;” however, few studies have been aimed at unpacking how a “value universe” is negotiated as a more complex understanding of worth or “value.” This study thus opens up for branding heterogeneity, which signifies awareness of competing notions and orders of worth among small- and medium-sized enterprises and other central stakeholders; this could further inspire interdisciplinary, value-based research into the potential contingencies of (product) branding and place branding in other contexts and regions.

This paper seeks to fill the research gap created by predominately Anglo‐Saxon large‐scale surveys and comparative studies by providing insights of Japanese organizational behavior through the eyes of Nordic (Finland, Denmark, Norway, and Sweden) expatriates.

The empirical material of this paper is based on 30 semi‐structured interviews collected in Japan in 2002 and 2004.

The interviews indicate that verticality and collectivism have a prominent influence on Japanese organizational behavior. The prominent theme of verticality deviates from several Anglo‐Saxon studies focusing on collectivism.

Similarity between interviewer and interviewees in terms of gender, nationality, and race could influence research findings. Future studies should incorporate both qualitative and quantitative methodologies.

Interviews show that it is important for expatriate managers to create synergic relations with local middle managers who are strategically located between the higher and lower organizational echelons.

This is the first paper to provide an empirical account of Japanese organizational behavior from the Nordic perspective. Due to the distinctive features of Nordic management, the studies conducted by Anglo‐Saxon researchers might not provide accurate insights for Nordic expatriates.

The purpose of this paper is to analyse the determinants of entrepreneurial activity in the Nordic countries over the period of years 2004-2013 to provide supportive material for the Nordic entrepreneurial policy makers with specific focus on the role of necessity/opportunity-driven entrepreneurship, administrative barriers and the research and development (R&D) sector.

Quantitative study employed panel regression analysis with fixed effects estimator to test the impact of determinants on entrepreneurial activity operationalized as a rate of registered business activity and as an established business ownership rate.

The results obtained for the both dependent variables did not substantially differ from each other or the supported hypothesis stating a positive relationship between unemployment rate, GDP per capita and entrepreneurial activity. Also a negative impact of administrative barriers was found. However, no statistically significant positive impact of the R&D sector was observed.

Nordic entrepreneurial policy makers should put more effort into the reduction of administrative barriers towards founding enterprises and support entrepreneurship during the times of higher unemployment rates. Further evaluation of Nordic R&D policies is strongly needed, since no positive impacts towards entrepreneurship were found.

The empirical analysis was conducted based on the research gap in the studies related to the Nordic entrepreneurial policies and perceived need for the policy recommendations that are provided.

The purpose of this study is to explore how current trends in organization – government regulation, authoritarian governance and digitalization acts specifically to stop relevant change of a Nordic model. These trends unfold in organizational contexts by revoking mandates, stopping information sharing and eroding trust. When these elements of what is often seen as core characteristics of different Nordic models are hindered, this also means that change is stoked, such as it is understood by organizational learning theory. Hopefully, this more conceptual analysis can inspire fieldwork.

This viewpoint article investigates how recent trends may act in the ability of a Nordic model to change and remain relevant. Core elements of the abstract concept of a Nordic model are defined. These elements are related to organizational learning. In as far as the Nordic model can be seen as capable of organizational learning, it may be able to develop and change in response to external influence. Examples of current trends in society are presented. It is found that these new current trends act on the ability of the Nordic model to change. This poses an existential threat to the longevity of that model. Suggestions for further work is included.

The paper finds that core elements of the Nordic model are influenced in such a way that the ability of the model to work as learning organizations (at least in the sense of Senge’s theory) is inhibited or even prohibited. The way this unfolds in principle may inform choices for fieldwork.

A major limitation of this topic is that it discusses emerging changes that have only recently become apparent in the Nordic countries. The number of cases is yet limited and recent. This is why more conceptional approaches might be useful.

The digital realm is changing society, and this change has been catapulted by the pandemic. This may impact on how Nordic organizations are able to deliver on the purposes of co-decision legislation, how organizational culture based on “Nordic” values such as trust (as defined by the WVS), information sharing and mandate can develop, how organizations that abstain distributed information and mandates are able to adapt.

Recent (2020) estimates indicate that between one in three and one in two jobs will be directly impacted in the Nordic countries. This is likely to have implications, but the nature of these is still under debate. This paper points to the possibility that core values and ways to deliver productivity may be challenged.

The originality lies in linking some core elements of different versions of a very abstract construct (“a Nordic” model) to one specific theory of organizational learning (in this example, Senge). This allows for a discussion about how societal change may be relevant specifically for the ability of Nordic model(s) to change. The discussion is current as the chosen trends are all recent phenomena in Nordic society.

NORDINFO (The Nordic Council for Scientific Information) was founded in 1977 after a long tradition of Nordic cooperation within the research library field. The Council is responsible for coordinating Nordic cooperative initiatives that can facilitate access to scientific information. Prior to that, Nordic countries developed a variety of cooperative forms: political, economic, cultural and scientific. During its 20 years of operation, NORDINFO has financed many experimental projects and financially supported many conferences, seminars and smaller projects with the general aim that these projects should have benefit beyond each individual country. Projects included an interface, which was to serve as a tool to search databases in different countries and structured in different languages. NORDINFO also financed Centres of Excellence where Nordic expertise could be developed. NORDINFO operates on a budget provided by the Nordic Council of Ministers and is given a three‐year contract based on strategy which must be accepted by the board, consisting of one member from each of the five countries that finance Nordic cooperation.