This book presents the first published account in English of Sverre Lysgaard's theory of the 'worker collectivity' - a theory of an informal protective organisation among subordinate employees, which so far has been unknown outside Scandinavia. Lysgaard's theory espouses that workers collectively form a buffer against management to protect themselves from the technical/economic power, which controls their working lives. The authors have returned to the same Norwegian factory Lysgaard studied in the 1950s to carry out ethnographic fieldwork in the 1980s and 2010s, and investigate the changing nature of the production, labour processes and management strategies. Through analysis that extends over 50 years of factory life, this research documents shifting power relations between workers and employers during times of changing institutional structures, globalisation, and worker solidarity. A revised version of the theory is also presented as an answer to some of the uncovered deficiencies in the original framework. The book will be of interest to students and scholars of the sociology of work, labour studies, business management and organisation studies.

What are we actually talking about when we talk of flexibility in organizational settings? Do flexible forms of organization lead to varied, challenging and autonomous work or do they have a negative impact on working conditions? These questions are confronted by a group of specialist authors including Stephen Ackroyd, Harriet Bradley, Jan Ch. Karlsson, Philippe Mosse and Michael Rose, who discuss the concept of flexibility in relation to employment practices, organizational structure, cultural peculiarities and network arrangements in France, Italy, Norway, Sweden and the UK. While the question of workplace flexibility has been much debated in recent years, the main issues discussed have been the practice of non-standard forms of employment such as part-time work. This book is distinctive in dealing with flexibility related to organizational arrangements, organizational culture and network arrangements, and in assessing the combined effects of different arrangements in terms of manpower, structure, culture and networks on flexibility.

This book presents the first published account in English of Sverre Lysgaard's theory of the 'worker collectivity' - a theory of an informal protective organisation among subordinate employees, which so far has been unknown outside Scandinavia. Lysgaard's theory espouses that workers collectively form a buffer against management to protect themselves from the technical/economic power, which controls their working lives. The authors have returned to the same Norwegian factory Lysgaard studied in the 1950s to carry out ethnographic fieldwork in the 1980s and 2010s, and investigate the changing nature of the production, labour processes and management strategies. Through analysis that extends over 50 years of factory life, this research documents shifting power relations between workers and employers during times of changing institutional structures, globalisation, and worker solidarity. A revised version of the theory is also presented as an answer to some of the uncovered deficiencies in the original framework. The book will be of interest to students and scholars of the sociology of work, labour studies, business management and organisation studies.