... of the affective component needs consideration and further exploration. The article brings data from a distinctive Norwegian context and approaches the rarely studied affective component of ageism in working life. Tripartite model of ageism Older workers Late exit Age discrimination Norway...

... is estimated in a generalized method of moments (GMM) framework using a unique data set on white‐collar workers in Norway, for the years 1987‐1997. The estimation is carried out on two occupational groups: technical and administrative white‐collar workers. Findings The placing of workers in a given...

... employees perceived less goal clarity than other employees. An unpredictable and unclear work situation may trigger frustration and aggression that may escalate over time into victimization episodes. Norway Catering industry Workplace Bullying Harassment Organizational culture Stress Workplace...

... Publishing Limited 2012 Norway Organizational culture Leadership Personality Creativity Creative leaders Restaurants Creative climate Results from numerous studies indicate that work climates characterized by team member support, interpersonal safety, shared objectives, and exchanges...

... to be present for production to take place. Thus the profit may be described as: (Equation 1) © Emerald Group Publishing Limited 2012 Norway Private sector organizations Absenteeism Team working Performance related pay Panel data Performance pay is growing in importance. Even...

... Group Publishing Limited 2011 Bullying Employee turnover Norway Employee behaviour It has often been assumed that bullying is a precursor of turnover as well as subsequent exclusion from working life, even though few studies have investigated these assumptions explicitly. For example...

... performance White collar workers Norway The information on establishments [7] (firms) comes from the Norwegian Manufacturing Statistics (NMS) [8] collected by Statistics Norway. The NHO data contains information on white‐collar workers (linked to their employer) and covers, on average, 97,000 white...

... through centralised bargaining. Results show that performance pay is on the rise in Norway, even after accounting for changes in industry structure, bargaining regime, and union density. Finally, it is found that the incidence of performance‐related pay relates positively to product‐market competition...

... to management or communication. Finland has the most autocratic management style but Norway, which shares a similar literary tradition has a very participative management style. While unions play an important role in Norway and Sweden, Denmark and Finland avoid collective bargaining and manage less...