Abstract
The industrial relation (IR) tradition is often referred to as the ‘Danish Model’. The model is based on a tri-partite social partnership between the Danish state, and employers’ organizations and employee trade unions. The Danish IR system may be classified within the pluralist IR perspective, where of employer and employee subgroups are organized in associations and trade unions that act on behalf of their member interests to create co-operation, negotiation and facilitate compromise on employment terms (Salomon in Industrial relations: Theory and practice. Prentice Hall, Upper Saddle River, 2000).
Highlights
Introduction to Collective ConflictMediation on the Danish Labor Market4.1.1 The Danish Industrial Relation SystemThe industrial relation (IR) tradition is often referred to as the ‘Danish Model’
The Danish IR system may be classified within the pluralist IR perspective, where of employer and employee subgroups are organized in associations and trade unions that act on behalf of their member interests to create co-operation, negotiation and facilitate compromise on employment terms (Salomon, 2000)
The Danish IR system is typically presented as four distinct features, including (1) close links between the social partners of the labor market and the state (2) centralized bargaining to conclude collective agreements between employers’ and employee organizations, (3) a high rate of unionization among employees, (4) and collective agreements serving as a basic mechanism for IR regulation (Jensen, Madsen, & Due, 1993)
Summary
One Danish company—we will call it ‘Industry 1’—recently established a co-operative committee. One of the first issues being emphasized by the consultants was the rules for having and operating a co-operative committee (e.g. number of meetings, setting agendas, productive discussion guidelines, relevant issues etc.) This ensured a common knowledge ground that gave clarity around the goal and use of such committees in industry. The work groups will provide specific input to three prioritized topics of collaboration; (1) company culture, (2) work retention and (3) the establishment of a new work site Both parties develop new forms of interaction and are more capable of managing conflicts and negotiations, due to the mediation. Both parties have become more aware of listening to each other’s concerns and the common interest of having a joint committee as an arena for addressing selected topics of collaboration
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