ABSTRACT
Employee participation is important in implementation processes in Norway. This is in line with the “Scandinavian model”; Scandinavian employees demand involvement and influence, and participation is an important element in a successful organizational development process. The two case studies described in this paper are both concerned with a large organizational development process going on in the Norwegian oil-and gas industry called Integrated Operations (IO). IO introduces more extensive cooperation between the onshore organisation and the operation units offshore. Some functions such as planning are allocated from offshore to onshore and the enhanced cooperation is supported by use of new ICT solutions both for communication means and for decision support. The main changes introduced by Integrated Operations are changes in the way people work. More collective work modes also require different work environments. Cell offices for example are in most cases not compatible with these new work modes.
