DOCSLIB.ORG

Shipshaped Kongsberg Industry and Innovations in Deepwater

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Shipshaped Kongsberg Industry and Innovations in Deepwater Shipshaped Kongsberg industry and innovations in deepwater technology, 1975-2007 by Stein Bjørnstad A dissertation submitted to BI Norwegian School of Management for the degree of PhD Series of Dissertations 7/2009 BI Norwegian School of Management Department of Innovation and Economic Organisation Stein Bjørnstad Shipshaped: Kongsberg industry and innovations in deepwater technology, 1975-2007 © Stein Bjørnstad 2009 Series of Dissertations 7/2009 ISBN: 978 82 7042 951 6 ISSN: 1502-2099 BI Norwegian School of Management N-0442 Oslo Phone: +47 4641 0000 www.bi.no Printing: Nordberg The dissertation may be ordered from our website www.bi.no (Research – Research Publications) 2 Abstract Shipshaped is a thesis on the emergence of an innovative offshore supplier industry. Multiple influences combined to the success of various techniques to extract oil and gas without fixed platforms; this thesis put particular emphasis on the relaxation of hierarchies in fostering innovation. Such disintegration occurred within firms in which empowered employees took on larger responsibilities and between firms. The pace of innovation accelerated where people were allowed to sort out things themselves rather than conforming to directions from above. Initially these conditions were more evident in offshore support services serviced by shipping companies, but practices pioneered in shipping eventually spread to the proper offshore oil industry. Two business units at Kongsberg, Albatross and Kongsberg Offshore, serves as a vantage point for this thesis. Kongsberg Offshore pioneered production systems that help oil companies control the flow of petroleum from a valve tree on the seabed rather than on fixed platforms. Albatross pioneered dynamic positioning, a technique that helps shipping companies maintain their position using propellers rather than mooring lines and anchors. In the 1970s, dynamic positioning rapidly gained a market whereas the oil industry hesitated to introduce subsea production systems. In each case, qualities related to demand for technology as opposed to supply of technology, are central to the conclusions in the thesis. Eventually, oil companies went through a number of changes that aligned the practices of shipping and the practices of oil. These changes in procurement practices, management and institutional framework helped develop an innovative Norwegian supplier industry. The effects showed in profitability, global expansion and the development of advanced capabilities. As of 2007, this thesis argues, supplier industries can combine to handle most tasks associated with an oil company. Their growing capabilities permit innovative and entrepreneurial ways of exploiting oil offshore. 3 4 Table of contents Acknowledgements ....................................................................................... 11 1 Introduction .......................................................................................... 13 1.1 Innovation: a history of technology and business ............................ 17 1.2 On theories and concepts ................................................................. 23 1.3 A select historiography .................................................................... 32 1.4 Structure of the thesis ....................................................................... 37 2 Birth of an offshore supplier industry, -1974 ....................................... 39 2.1 Oil in Norway: rules of the game ..................................................... 39 2.2 Kongsberg moves into oil ................................................................ 43 2.3 A peculiar industry architecture for offshore ................................... 48 2.4 Two technological systems at odds .................................................. 57 2.5 California to Kongsberg: the diffusion of deepwater technology .... 62 2.6 Conclusions ...................................................................................... 68 3 Slow track and fast track, 1974-1976 ................................................... 71 3.1 A slow start to subsea sales .............................................................. 71 3.2 The conserving effect of field development styles .......................... 76 3.3 Meanwhile, in the sea off Brazil… .................................................. 80 3.4 Shipping customers and a rapid start to DP sales ............................ 81 3.5 Conclusions ...................................................................................... 86 4 Venturesome consumption and company culture, 1976-84 ................. 89 4.1 Dynamic positioning in theory ......................................................... 90 4.2 Dynamic positioning in reality ......................................................... 95 4.3 Jacobsen’s escape from the weapons factory ................................... 98 4.4 World leader in dynamic positioning ............................................. 106 4.5 A company culture reinforced by customers ................................. 110 4.6 Theory Albatross: institutionalising company culture ................... 115 4.7 DP class certificates and their effect on innovation ....................... 119 4.8 Conclusions .................................................................................... 123 5 Changing industry architecture, 1979-1985 ....................................... 127 5 5.1 Lobbying for a role alongside oil companies ................................. 128 5.2 KV as a subsea apprentice ............................................................. 133 5.3 EPC contracts and their effect on innovation ................................. 137 5.4 Regulation conserving the industry architecture ............................ 143 5.5 Reliability as a reverse salient ........................................................ 146 5.6 Project Thor – striving for a larger portfolio .................................. 151 5.7 Conclusions .................................................................................... 154 6 Creative destruction, 1984-1987 ........................................................ 157 6.1 Institutional change ........................................................................ 158 6.2 Attempts to become more nimble .................................................. 162 6.3 Independence for Albatross ........................................................... 166 6.4 The unravelling .............................................................................. 171 6.5 Explaining downfall and recovery ................................................. 178 6.6 Conclusions .................................................................................... 186 7 Inventing simplicity, 1986-1991 ................................................... 187 7.1 Cost consciousness and competition in the oil industry ................. 188 7.2 Pulling an act together ................................................................... 195 7.3 AIM – Albatross’s control system for vessels ............................... 202 7.4 Standardization in the subsea industry ........................................... 208 7.5 Conclusions .................................................................................... 213 8 Deepwater technology replaces fixed platforms, 1991-1996 ............. 215 8.1 A challenge to the Norwegian Style of development ..................... 215 8.2 Floating production and economic field development ................... 219 8.3 Norne and the concept of interchangeable modules ...................... 226 8.4 HOST and the second standardization drive, 1995-1998 ............... 229 8.5 Steady improvements in dynamic positioning ............................... 233 8.6 Albatross into the oil industry’s core ............................................. 238 8.7 Corporate winds of change ............................................................ 242 8.8 Conclusions .................................................................................... 246 9 Profiting from geology and globalization, 1997-2007 ....................... 249 6 9.1 How demanding procurement practices helped Norwegian suppliers expand abroad ....................................................... 250 9.2 On competition ............................................................................... 255 9.3 Dilemmas related to success .......................................................... 258 9.4 The quest for oil and its effect on deepwater technology .............. 264 9.5 Reverse salients, continued ............................................................ 268 9.6 New approaches to contracting ...................................................... 274 9.7 Conclusions: the shape of things to come ................................... 278 10 Conclusions: shipshaped progress, 1972-2007 .................................. 281 10.1 The effect of venturesome consumption ........................................ 284 10.2 Ingenious when left to one’s own devices ..................................... 286 11 Appendices ......................................................................................... 293 11.1 Names and legal structures ............................................................ 293 11.2 Profit and turnover from the Kongsberg family ............................. 295 11.3 KV’s divisions (1973-1986) .......................................................... 299 11.4 Organizational chart for KV’s Oil Division, 1975-1976 ............... 300
Load more

Recommended publications
  • Annu Al Repor T and Sus Tainabilit Y
    SUSTAINABILITY REPORT ANNUAL REPORT AND 2014 “Overall, KONGSBERG had a good year in 2014, with good earnings and cash flows, growth in revenues, and record-high orders” 1 Introduction 8 Directors’ Report and Financial Statements 86 Corporate Governance 100 Shareholder’s information 104 Sustainability Report 149 Financial calendar and contact information CONTENT – ANNUAL REPORT AND SUSTAINABILITY REPORT 2014 Cover Key figures 2014 8 Directors’ Report and 86 Corporate Governance 104 Sustainability Report Financial Statements 87 The Board’s Report on 104 Content 1 Introduction 9 Short summary Business Corporate Governance 106 Introduction 2 Extreme Areas 88 Policy – Kongsberg Gruppen 118 Sustainable innovation performance for 10 Directors’ Report 2014 89 Articles of Association 123 What have we achieved? extreme conditions 25 Financial statements, – Kongsberg Gruppen 131 Systems of governance 4 President and CEO contents 90 The Board’s Report on The and key figures Walter Qvam 26 Consolidated financial Norwegian Code of Practice 6 This is KONGSBERG statements 149 Financial calendar and 73 Financial statements 100 Shareholder’s information contact information – Kongsberg Gruppen ASA 101 Shares and shareholders 83 Statement from the Board of Directors 84 Auditor’s Report KONGSBERG • Annual Report and Sustainability Report 2014 1 Introduction 8 Directors’ Report and Financial Statements 86 Corporate Governance 100 Shareholder’s information 104 Sustainability Report 149 Financial calendar and contact information KEY FIGURES 2014 2013 2012 2011
    [Show full text]
  • Kongsberg Gruppen ASA - Climate Change 2020
    Kongsberg Gruppen ASA - Climate Change 2020 C0. Introduction C0.1 (C0.1) Give a general description and introduction to your organization. Kongsberg Gruppen (KONGSBERG) is an international technology group that delivers advanced and reliable solutions that improve safety, security and performance in complex operations and under extreme conditions. KONGSBERG works with demanding customers in the global defence, maritime, oil and gas, fisheries and aerospace sectors. The Group is divided into three business areas. Our headquarters is in Norway, and we have operations in more than 40 countries. Per 31. December 2019 we had almost 11 thousand employees, and total revenue was MNOK 24.081 (about 2.738 billion USD). Kongsberg Gruppen ASA is listed on the Oslo Stock Exchange and is subject to Norwegian securities legislation and stock exchange regulations. The Norwegian state owns 50.001 per cent of the shares in the company. KONGSBERG’s deliveries are often of strategic importance for our customers, and contribute to the satisfaction of important societal needs and development trends within sectors such as safety, energy, transport and climate. It is important for KONGSBERG to hold technological and product positions where we are either world-leading or have the potential to become world-leading in the long term. KONGSBERG’s strategic goal is to utilise our technologies to develop sustainable solutions for today’s societal challenges. Our deliveries are facilitating a green switch in shipping, optimal management of the ocean’s resources, monitoring of the condition of the oceans using data and information from satellites, as well as greater security for society. This is positioning KONGSBERG as a highly attractive employer for the recruitment of new talent for value creation and growth going forward.
    [Show full text]
  • 2017-2018 Annual Investment Report Retirement System Investment Commission Table of Contents Chair Report
    South Carolina Retirement System Investment Commission 2017-2018 Annual Investment Report South Carolina Retirement System Investment Commission Annual Investment Report Fiscal Year Ended June 30, 2018 Capitol Center 1201 Main Street, Suite 1510 Columbia, SC 29201 Rebecca Gunnlaugsson, Ph.D. Chair for the period July 1, 2016 - June 30, 2018 Ronald Wilder, Ph.D. Chair for the period July 1, 2018 - Present 2017-2018 ANNUAL INVESTMENT REPORT RETIREMENT SYSTEM INVESTMENT COMMISSION TABLE OF CONTENTS CHAIR REPORT Chair Report ............................................................................................................................... 1 Consultant Letter ........................................................................................................................ 3 Overview ................................................................................................................................... 7 Commission ............................................................................................................................... 9 Policy Allocation ........................................................................................................................13 Manager Returns (Net of Fees) ..................................................................................................14 Securities Lending .....................................................................................................................18 Expenses ...................................................................................................................................19
    [Show full text]
  • Vanguard Total World Stock Index Fund Annual Report October 31, 2020
    Annual Report | October 31, 2020 Vanguard Total World Stock Index Fund See the inside front cover for important information about access to your fund’s annual and semiannual shareholder reports. Important information about access to shareholder reports Beginning on January 1, 2021, as permitted by regulations adopted by the Securities and Exchange Commission, paper copies of your fund’s annual and semiannual shareholder reports will no longer be sent to you by mail, unless you specifically request them. Instead, you will be notified by mail each time a report is posted on the website and will be provided with a link to access the report. If you have already elected to receive shareholder reports electronically, you will not be affected by this change and do not need to take any action. You may elect to receive shareholder reports and other communications from the fund electronically by contacting your financial intermediary (such as a broker-dealer or bank) or, if you invest directly with the fund, by calling Vanguard at one of the phone numbers on the back cover of this report or by logging on to vanguard.com. You may elect to receive paper copies of all future shareholder reports free of charge. If you invest through a financial intermediary, you can contact the intermediary to request that you continue to receive paper copies. If you invest directly with the fund, you can call Vanguard at one of the phone numbers on the back cover of this report or log on to vanguard.com. Your election to receive paper copies will apply to all the funds you hold through an intermediary or directly with Vanguard.
    [Show full text]
  • ANNUAL REPORT and SUSTAIN ABILITY REPORT 2018 01 Year 2018 02 About 03 Sustainability 04 Corporate 05 Directors’ Report and KONGSBERG Governance Financial Statements
    ANNUAL REPORT AND SUSTAIN ABILITY REPORT 2018 01 Year 2018 02 About 03 Sustainability 04 Corporate 05 Directors’ Report and KONGSBERG Governance Financial Statements 01 02 3 YEAR 2018 11 ABOUT KONGSBERG 4 Key Figures 2018 12 This is KONGSBERG 7 Important milestones 2018 14 Strategy and ambitions 8 President and CEO Geir Håøy 15 Vision 16 Our values 17 Corporate Executive Management 18 Business areas 28 The world of KONGSBERG 03 04 34 SUSTAINABILITY 75 CORPORATE GOVERNANCE 35 About the Sustainability Report 76 The Board’s Report on Corporate 36 Framework for the preparation of Governance Sustainability Report 77 Policy 37 Responsible Business Conduct 78 Articles of Association 38 Responsible Tax – our Tax Policy 79 Board of Directors 40 Organisation and Management Systems 80 The Board’s Report relating to “The 41 Focus areas 2018–2019 Norwegian Code of Practice for Corporate 67 Climate Statement and Key Figures Governance” 74 Auditor’s Report, Sustainability Interactive PDF with bookmarks Navigate in Contents and hyperlinked text (hyperlinks are underlined). You can 05 browse one page back or forward by using the arrows in the top right-hand corner. Use the menu button on the far left to go back to the table of contents. The chapters are also bookmarked, and you can find short cuts to these in the 92 DIRECTORS’ REPORT AND left-hand menu of the PDF Reader. FINANCIAL STATEMENTS 93 Directors’ Report 2018 111 Financial Statements and Notes 182 Statement from the Board 183 Auditor’s report 2018 187 Financial calendar 187 Contact KONGSBERG Annual
    [Show full text]
  • KOG †Rsrapport 99 Orig
    Kongsberg Gruppen – Annual Report 1999 Kongsberg Gruppen A network of ideas USA Kongsberg Gruppen ASA P.O. Box 1000 Denmark N-3601 KONGSBERG Annual Report 1999 Telephone: + 47 32 28 82 00 Fax: +47 32 28 82 01 www.kongsberg.com [email protected] Singapore South Korea Australia Greece Contents: Our international presence . 3 This is Kongsberg Gruppen . 5 Key Figures . 6 Highlights . 8 Directors’ Report . 10 Consolidated Accounts for Kongsberg Gruppen (The Group) . 17 Parent Company Accounts for Kongsberg Gruppen ASA . 30 Auditor’s Report . 32 Shares and shareholder relations . 34 Analytical Data . 36 Kongsberg Maritime . 40 Kongsberg Defence & Aerospace . 48 Business Development . 54 Property . 56 Addresses . 57 Financial calendar . 61 On the cover With their diversity, knowledge and enthusiasm, 3 400 employees in 20 countries work to generate added value for Kongsberg Gruppen, its shareholders and society-at-large. From top left: Lona Chang (46) – Finance Manager, Kongsberg Simrad Pte. Ltd. – Singapore Michael Santos Boyd (39) – Customer Support, Simrad Inc. – Seattle, Washington, USA Hwang-Yong Park (40) – Service Manager, Kongsberg Norcontrol Ltd. – Pusan, South Korea Maiken Thomassen (23) – Export Assistant, Simrad Shipmate AS - Støvring, Denmark Helge Morsund (47) – Program Manager Australia, Kongsberg Defence & Aerospace – Kongsberg, Norway Eirik Lie (33) – Project Manager Air Defence, Kongsberg Defence & Aerospace – Kongsberg, Norway 1 KOG Årsrapport 99 orig Eng 12.04.2000 09:49 Side 3 Our international presence Jan Erik Korssjøen We are proud to present the annual As a knowledge based corporation, it is CEO report for 1999. The year was charac- only natural that we pay close attention terised by strong performance in most to the development of high-technology of the Corporation's business areas, as based products.
    [Show full text]
  • Catalogue of Place Names in Northern East Greenland
    Catalogue of place names in northern East Greenland In this section all officially approved, and many Greenlandic names are spelt according to the unapproved, names are listed, together with explana- modern Greenland orthography (spelling reform tions where known. Approved names are listed in 1973), with cross-references from the old-style normal type or bold type, whereas unapproved spelling still to be found on many published maps. names are always given in italics. Names of ships are Prospectors place names used only in confidential given in small CAPITALS. Individual name entries are company reports are not found in this volume. In listed in Danish alphabetical order, such that names general, only selected unapproved names introduced beginning with the Danish letters Æ, Ø and Å come by scientific or climbing expeditions are included. after Z. This means that Danish names beginning Incomplete documentation of climbing activities with Å or Aa (e.g. Aage Bertelsen Gletscher, Aage de by expeditions claiming ‘first ascents’ on Milne Land Lemos Dal, Åkerblom Ø, Ålborg Fjord etc) are found and in nunatak regions such as Dronning Louise towards the end of this catalogue. Å replaced aa in Land, has led to a decision to exclude them. Many Danish spelling for most purposes in 1948, but aa is recent expeditions to Dronning Louise Land, and commonly retained in personal names, and is option- other nunatak areas, have gained access to their al in some Danish town names (e.g. Ålborg or Aalborg region of interest using Twin Otter aircraft, such that are both correct). However, Greenlandic names be - the remaining ‘climb’ to the summits of some peaks ginning with aa following the spelling reform dating may be as little as a few hundred metres; this raises from 1973 (a long vowel sound rather than short) are the question of what constitutes an ‘ascent’? treated as two consecutive ‘a’s.
    [Show full text]
  • Bacheloroppgave I Historie LHIS370 Karina Eieland
    Kandidatnummer: 2304 Sidebaner som del av norsk jernbanestrategi Setesdalsbanen som eksempel Karine Narvestad Eieland Bacheloroppgave i historie, våren 2021 LHIS370 Universitetet i Stavanger Institutt for kultur- og språkvitenskap I Kandidatnummer: 2304 Innholdsfortegnelse 1.0 Innledning ............................................................................................................................. 1 1.1 Bakgrunn .......................................................................................................................... 2 2.0 Den norske jernbaneutbygginga på 1800-tallet .................................................................... 6 2.1 Stambane – sidebane: en begrepsavklaring ...................................................................... 6 2.2 Hovedbanen – den første jernbanen i landet .................................................................... 7 2.3 Jernbanepolitikken i 1860- og 70-åra ............................................................................... 8 2.3.1 "Det norske system" ................................................................................................... 9 2.4 Jernbanepolitikken i 1880- og 90-åra ............................................................................. 11 2.4.1 Veien mot et statlig jernbanesystem ........................................................................ 11 3.0 Setesdalsbanen ................................................................................................................... 13 3.1 Setesdal før jernbanen
    [Show full text]
  • Kongsberg Gruppen – Powerpoint
    Satellite Technology in Arctic governance Gunnar Pedersen and Richard Hall Kongsberg Satellite Services WORLD CLASS – through people, technology and dedication KSAT owner structure Kongsberg 50 % 50 % Norwegian Defense and Aerospace (KDA) Space Center (NCS) Kongsberg Satellite Services Tromsø Station SvalSat (Svalbard) Grimstad Station TrollSat (Antarctica) Business Segments Ground Station Services Earth Observation / 2 / 22-Oct-09 What does KSAT do? • Provide communications link for satellite owners • Uplink and downlink • Satellite commands go up • Data comes down • Exploit data received in real-time • Deliver the images anywhere in the world in real-time / 3 / 22-Oct-09 KSAT in the polar regions Trollsat 72° South Svalsat 78° North Tromsø 69° North / 4 / 22-Oct-09 Arctic Shipping and related Challenges • Safety, security and environment • Ice and icing • Metocean • Navigation in ice/ice infested waters • Knowledge about ships, their identity and position • Illegal pollution • Information access • Arctic area – large oceans - very few observation sites • Darkness and weather limit operations and information access • Communication and information distribution Satellite based monitoring - SAR ¾ Large area surveillance ¾ Independent of weather and light conditions ¾ Frequent overpassess in the high North (and South) ¾ Marine application: • Oil on sea • Vessels • Ice location • Ice condition Radarsat-2 • Wind • Waves / 6 / 22-Oct-09 Oil Service chain – main elements Sea state AIS for source identification Advanced processing Oil rigs, equipment installations, wrecks….. Know how , trained and experienced operators Auxiliary data / 7 / 22-Oct-09 Key users Coastal state authorities responsible for maritime surveillance Oil companies and oil industry associations / 8 / 22-Oct-09 Combining satellite images with AIS, (Automatic Identificaton System) -a powerful combination Oil spill outside the Norwegian coast, ships Combined with AIS, tracked back, one of the ship in the area.
    [Show full text]
  • Moral Values Education
    Moral Values Education: Characterizing Japan and Norway’s Primary School Curriculum Cara Jacoby Master Thesis Master of Philosophy in Comparative and International Education Institute for Educational Research Faculty of Education UNIVERSITETET I OSLO November, 2006 ii i Abstract The idea of moral values education as a formal subject in the curriculum has waxed and waned; however, considering the rapid rate in which societies are evolving, it is clear that moral values education is as important as ever. In order to insure that children and young adults are prepared to become active and educated participants and decision-makers in modern society, they must be guided responsibly by moral and democratic principles. This thesis is a comparative perspective of moral values education in the primary school curriculum of Japan and Norway, which considers both of these nation’s unique historical and cultural foundations, as well as the evolution of the philosophy of education in each society. The aim of the paper is to characterize moral values education in Japan and Norway and to determine what is distinctly Japanese and Norwegian in terms of moral values education in the primary school curriculum. The study is situated within the interpretivist paradigm and is mainly qualitative in nature. I have chosen a multi-method approach which includes reviews of historical events connected to the foundation of moral values education, and a comparative and evaluative design of the current national core curriculum as it outlines the goals of contemporary moral values education. As a starting point, my inquiry examines the historical development of the national education system and the philosophy of education in both Japan and Norway.
    [Show full text]
  • Defense News Top 100
    Defense News Top 100 % of Last 2005 2005 2004 Revenue Rank Company Leadership Country Year’s Defense Total Defense from Rank Revenue* Revenue* Revenue** Defense Robert Stevens, President and 1 Lockheed Martin U.S. 1 36,465.0 37,213.0 98.0 34,050.0 CEO James McNerney, Chairman, 2 Boeing U.S. 2 30,791.0 54,845.0 56.1 30,464.0 President and CEO Ronald Sugar, Chairman and 3 Northrop Grumman U.S. 3 23,332.0 30,700.0 76.0 22,126.0 CEO 4 BAE Systems Mike Turner, CEO U.K. 4 20,935.2 26,500.2 79.0 20,344.0 William Swanson, Chairman 5 Raytheon U.S. 5 18,200.0 21,900.0 83.1 18,771.0 and CEO Nicholas Chabraja, Chairman 6 General Dynamics U.S. 6 16,570.0 21,244.0 78.0 15,000.0 and CEO Thomas Enders and Noël 7 EADS Netherlands 7 9,120.3 40,508.2 22.5 10,505.9 Forgeard, co-CEOs Michael Strianese, interim 8 L-3 Communications U.S. 13 8,549.2 9,444.7 90.5 6,133.8 CEO Denis Ranque, Chairman and 9 Thales France 9 8,523.3 12,176.1 70.0 8,868.6 CEO David Lesar, Chairman, 10 Halliburton 1 U.S. 10 7,552.0 20,994.0 36.0 8,000.0 President and CEO Pier Francesco Guarguaglini, 11 Finmeccanica Italy 11 7,125.7 12,728.1 56.0 7,670.6 Chairman and CEO George David, Chairman and 12 United Techologies U.S.
    [Show full text]
  • LES INFLUENCES SAINT-SIMONIENNES EN NORVÈGE AU Xixe SIÈCLE : VOLONTARISME ÉCONOMIQUE ET ESSOR DU SOCIALISME
    LES INFLUENCES SAINT-SIMONIENNES EN NORVÈGE AU XIXe SIÈCLE : VOLONTARISME ÉCONOMIQUE ET ESSOR DU SOCIALISME Jean-Marc OLIVIER Université Toulouse – Jean Jaurès Laboratoire CNRS Framespa Labex SMS Mesurer l’influence des écrits de Saint-Simon et de ses disciples en Scandinavie se heurte à de multiples obstacles. À celui des langues, s’ajoutent l’éloignement et la dispersion des archives. C’est pourquoi je tiens à remercier Aladin Larguèche et Svein Erling Lorås de l’université d’Oslo pour leur aide précieuse. Intuitivement, et par un raisonnement téléologique partant des succès du modèle suédois initié par la social-démocratie, on pourrait penser que le saint-simonisme a reçu un accueil très favorable et très large en Suède, mais visiblement ce n’est pas le cas. Finalement, c’est dans l’autre royaume de Bernadotte, celui de Norvège, que s’épanouissent les préceptes économiques et sociaux du saint-simonisme. Des liens forts et directs peuvent ainsi être mis en évidence entre l’évolution socio-politique norvégienne et la pensée saint-simonienne à partir des années 1840. Deux hommes symbolisent ces liens : Ole Jacob Broch (1818-1889)1 et Marcus Møller Thrane (1817-1890). Le premier influence durablement la politique économique du royaume de Norvège en initiant une modernisation des infrastructures fortement inspirée de l’action des frères Pereire et des écrits de Michel Chevalier qu’il rencontre à Paris. Le second apparaît comme l’un des fondateurs du socialisme scandinave en reprenant des formules de Saint-Simon sur les classes sociales parasitaires et la dimension révolutionnaire du christianisme. Ole Jacob Broch et la modernisation saint-simonienne de la Norvège Depuis 1814, la Suède et la Norvège sont gouvernées par le même souverain : le vieux roi Charles XIII (1748-1818).
    [Show full text]