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This article focuses on the analysis of and suggestions for improving company-level flexicurity during the restructuring process, based on a best-practice case in Sweden. The parties involved in the restructuring process created company-level flexicurity through strategic corporate social responsibility (CSR) in exchange for increased numerical flexibility by means of temporary employ- ees. The high numerical flexibility was possible because the trade unions saw that top management was committed to strategic socially responsible behaviour in the restructuring process. Our pro- posal concerns the dissemination of a model for company-level flexicurity during the restructuring process which promotes: (1) improved strategic CSR in the restructuring process, (2) improved transition to new employment in the local labour market and (3) improved flexibility, which creates increased efficiency, competitiveness and rapid payback in the course of restructuring.

Cet article est centre ́ sur l’analyse de la « flexicurite ́ » au niveau de l’entreprise durant le processus de restructuration et sur des suggestions d’ame ́lioration sur la base d’un cas de meilleure pratique en Sue`de. Les parties implique ́es dans le processus de restructuration ont cre ́e ́ une « flexicurite ́ » au niveau de l’entreprise au travers d’une approche strate ́gique de la responsabilite ́ sociale des entre- prises (RSE), en e ́change d’une flexibilite ́ nume ́rique accrue graˆce au recours a` une main-d’oeuvre temporaire. La flexibilite ́ nume ́rique e ́leve ́e a e ́te ́ rendue possible parce que les syndicats ont vu que le sommet du management avait adopte ́ un comportement strate ́gique socialement responsable du- rant le processus de restructuration. Notre proposition concerne la disse ́mination d’un mode`le de flexicurite ́ durant le processus de restructuration qui promeut: (1) une meilleure approche strate ́gi- que de la RSE durant le processus de restructuration, (2) une meilleure transition vers un nouvel emploi sur le marche ́ du travail local, et (3) une meilleure flexibilite ́, qui ge ́ne`re une efficience et une compe ́titivite ́ accrues et un retour rapide a` la rentabilite ́ au cours de la restructuration. 

Dieser Beitrag untersucht anhand eines Beispiels bewährter Praxis in Schweden die Anwendung betrieblicher Flexicurity-Regelungen w¨ahrend des Umstrukturierungsprozesses und formuliert Vorschläge für deren Verbesserung. Die an dieser Umstrukturierung beteiligten Parteien haben eine Flexicurity-Regelung im Rahmen einer Strategie zur sozialen Verantwortung des Unternehmens (CSR) eingeführt, als Gegenleistung für eine erhöhte Flexibilität durch den Einsatz von Zeitarbeitskräften. Die Gewerkschaften akzeptierten die hohe Flexibilität, weil die Unternehmensführung sich zu einem strategischen sozial verantwortungsvollen Handeln im Umstrukturierungsprozess verpflichtet hatte. Aus unserer Sicht sollte bei Umstrukturierungsprozessen ein betriebliches Flexicurity-Modell  angewandt werden, das Folgendes fördert: 1) eine verbesserte strategische CSR im Umstrukturierungsprozess, 2) einen besserenübergang in eine neue Beschäftigung auf dem lokalen Arbeitsmarkt und 3) eine verbesserte Flexibilität, die zu mehr Effizienz und Wettbewerbsfähigkeit führt und eine schnelle Amortisierung während der Umstrukturierung ermöglicht.

This paper focuses on analysis of and suggestions for Corporate Social Responsibility (CSR) orienta- tion during the closedown process.The article addresses CSR considerations that adjust business strategies, which in turn change the Human Resource Management (HRM) focus. Our study fo- cuses on four best practice cases in Sweden, which are compared with three reported cases in the literature.All four best practice cases had a long notice period and socially responsible coordination of management and employees, which created adjusted corporate strategies.Three cases had the CSR orientation in the earliest stage, while the fourth case had this coordination during a later stage of the closedown process. We develop a model where we show that the scope for action increases if the CSR orientation and coordination of actions come early in the closedown process, due to the increased ability to adjust the business strategy and create a plan for outreach HRM activities and local community activities. 

Previous studies on commuting behavior and willingness towards commuting have analyzed individuals who are active in the workforce and have largely focused on larger metropolitan regions. This paper presents results from a survey of unemployed job seekers in the county of Dalarna, Sweden and analyzes the differences in willingness towards long-distance commuting between individuals with different socio-economic situations and experiences of unemployment. The analysis is conducted through a linear probability model complemented with a logistic regression model. Conclusions are drawn on the socio-economic factors that influence the probability of an individual’s willingness to commute longer than 40 minutes. The analysis also takes interaction between different factors into account. The study concludes that the factors influencing the willingness to commute are gender, level of education, and the presence of children in the household. Furthermore, the interactions between age and length of unemployment, age and educational level, and age and gender are shown to be significant in the willingness to commute long distances.