Abstract
The Swedish model of work organization is analyzed from Aoki's point of view, according to organization has to be internally and externally coherent. Coordination mechanisms fit with incentive schemes and the whole organization has to be in adequation with market and institutionnal environments. We use an exemplary case study in order to discuss the efficiency and adherence of the « Swedish model of work organization » to these features. Failures resulting from internal organization but also from institutional and market changes are emphasized : Incentive schemes appear to be underdeveloped according to the kind of skills required by the organization, and market and institutional environment change drastically in the beginning of the 90s, modifying the efficiency of the way chosen by the Swedish firms.
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