<p>This rapport examines six Swedish workplace unions, in manufacturing internationalised companies, degree of internationalised trade union work. The report is based on interviews with local shop stewards. All local workplace unions were in some form internationalised. They were placed in three different groups of strategies: Passive, Tactical and Strategic. The Passive union only tried to get information; the Tactical unions were reactive against initiative from company management and used the channels provided of Industrial Relation laws. The Strategic unions where acting from an analysis that demanded collaboration with foreign trade unions and were active in trying to build contacts.In discussing why a local workplace trade union become internationalised three explaining factors was constructed: A relation to the company which gave the union more information and resources than the minimum level of required legislation. Second; a strategic analysis involving a threat against the employees. And third; a belief that the trade union could make a difference.</p>

This rapport examines six Swedish workplace unions, in manufacturing internationalised companies, degree of internationalised trade union work. The report is based on interviews with local shop stewards. All local workplace unions were in some form internationalised. They were placed in three different groups of strategies: Passive, Tactical and Strategic. The Passive union only tried to get information; the Tactical unions were reactive against initiative from company management and used the channels provided of Industrial Relation laws. The Strategic unions where acting from an analysis that demanded collaboration with foreign trade unions and were active in trying to build contacts.In discussing why a local workplace trade union become internationalised three explaining factors was constructed: A relation to the company which gave the union more information and resources than the minimum level of required legislation. Second; a strategic analysis involving a threat against the employees. And third; a belief that the trade union could make a difference.