Lars Harrysson

FD i socialt arbete | Universitetslektor

Disponent i brytningstid : En problematisering av AB Robertsfors Bruks lednings ambitioner och möjligheter vad avser utvecklingen av lönevillkor och sociala anordningar i Robertsfors 1925-35

Karl Åhrberg; a Local Executive Managing Times of Change

Författare

Lars Harrysson

Summary, in English

A study of the ambitions of the managers at AB Robertsfors Bruk and their impact on courses of action in the development of wage policy and social arrangements in the community of Robertsfors during the period 1925-35.

This study deals with employer actions during a period of both internal and external change to the organization. The main focus is in the areas of wage policy and social arrangements such as sickness pay, subsidized housing and pensions.

The study is limited to an in-depth investigation of AB Robertsfors Bruk at its production site (sales and forestry management excluded) in the community of Bygdeå in the northern parts of Sweden during the time period 1925 - 1935. Production was organized around four major units, namely a sawmill, a pulp factory, a farm and a harbor. It was owned by a part of the famous Swedish industrial family, Kempe.

The main actor considered is the local manager, Karl Åhrberg. It is mainly through his eyes this study views the development during the period. Karl Åhrberg’s position as middleman between employees and managing directorate is discussed on the basis of his interpretations of evolving situations. How to characterize the boundaries for his actions? How did these boundaries change? In what ways was this change influenced by Robertsfors’ history as a traditional patriarchal society?

The more actor specific parts are based on a comprehensive volume of both business and private correspondence. The description of the structural settings in the company as well as in parts of the community is based on protocols from the company and local unions, local newspapers, annual reports, correspondence and secondary sources. The study’s approach focuses on courses of action. A lot of these are talk, but even so very important considerations as to social responsibilities and other relationships with employees.

A company case study can not provide conclusive results concerning wider social impacts. However, one result of the study is the identification of three patterns (courses of action) to the businessman’s behavior namely "the inter-player", "the maintainer" and "the alternator". The study also shows, firstly, how the balance between these patterns changes over time due to both internal, more impressionable, factors and external factors to fall in line with. Secondly how the company over time moves from being a traditional patriarchal organization to a modern industrial organization, but still in many ways in a unique suite. These results are in a final discussion brought in to a wider context of industrial and social political change.

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