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dc.contributor.authorLange, Siri
dc.date.accessioned2020-10-16T16:00:17Z
dc.date.available2020-10-16T16:00:17Z
dc.date.issued2020-10-01
dc.identifieroai:www.cmi.no:7328
dc.identifier.citationin Focaal: Journal of Global and Historical Anthropology vol. 88 pp. 22-39
dc.identifier.issn0920-1297
dc.identifier.urihttps://hdl.handle.net/11250/2683435
dc.description.abstractIn the Nordic countries, unions are represented in company boards and can infl uence companies’ policies toward labor abroad. Th is article focuses on the Norwegian national oil company Equinor and its support of unionization of its employees in Tanzania. Th is was inspired by the Nordic tradition of social dialogue between corporations and strong, independent unions. Corporation managers and union representatives tend to refer to this social dialogue as “the Norwegian model,” but this is a narrow conceptualization of the model that disregards the role of the state. I argue that while it is benefi cial for the Tanzanian workers to be organized, it is probably also “good for business” to have unionized workers who have adopted the Nordic collaborative model, rather than a more radical union model.
dc.language.isoeng
dc.relationFocaal: Journal of Global and Historical Anthropology
dc.relation.ispartofFocaal: Journal of Global and Historical Anthropology
dc.relation.ispartofseriesFocaal: Journal of Global and Historical Anthropology vol. 88
dc.relation.urihttps://www.cmi.no/publications/7328-doing-global-investments-the-nordic-way
dc.subjectTanzania
dc.subjectLabor
dc.subjectNatural Resources
dc.subjectOil
dc.subjectNatural Gas
dc.subjectEquinor
dc.subjectStatoil
dc.titleDoing global investments the Nordic way. The 'business case' for Equinor’s support to union work among its employees in Tanzania
dc.typeJournal article
dc.typePeer reviewed
dc.identifier.cristin1838098


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