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Over the last 2 decades, Swedish capital has undergone a rapid internationalization. This has presented a significant challenge to the distinctive nature of the Swedish economy in general and its employment relations system in particular. A key question arising is: to what extent, and in what ways, are Swedish multinationals influenced by the distinctiveness of the country of origin in the way they manager their international workforces? This paper shows how the firm has adopted practices experienced in its foreign operations and deployed these throughout the corporation. The findings are explained with reference to managerial perceptions of the strengths and weaknesses of different "national business systems."