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The Nordic countries have the world's best working life. Unlike in many other countries, global competition has not created inequality, uncertainty, long working hours, standardization and restrictive managerial control. The main reason for this lies in the way interests are expressed and conflicts are resolved. Both employees and employers are well organized and both recognize the interests of the other. Working life develops in a constant interaction between conflict and compromise. This book examines working conditions in Norway, Denmark, Sweden and Finland. It explores how these good working conditions are created and maintained. The chapters explain: How work organization is formed How education, training and work place learning give access to the labour market How work is managed in the public sector How precarious work unfolds in the Nordic countries. Work and Wellbeing in the Nordic Countries is addressed to all those who have interest in the quality of working life. It will be of particular use to all students, academics and policy makers working in the fields of social policy, wellbeing, management studies, employment relations, work sociology and work psychology.

The main research question in this article is how merger integrations are influenced by local industrial relations. These are explored and illuminated by combining perspectives on industrial relations and perspectives on mergers and acquisitions. The M&A field of research has been dominated by organization and management perspectives, and industrial relations are seldom brought into the studies. Studies in the field of industrial relations are mostly concerned with institutional levels. Qualitative data and analyses of four integration processes together with 108 personal interviews are presented. By focusing on industrial relations at local company levels in the integration of merging partners new insights are sought for both fields of research. Local implementations of industrial relations contribute to the explanation of integration outcomes. Merger integration implies the integration of different traditions of union and employee–management collaboration that in essence may merge the collaboration cultures into something new.