Abstract

Drawing on 32 months of interview-based ethnographic fieldwork, this paper examines Finland’s “mankala” nuclear energy companies through the lens of anthropological theories of corporate form. Mankalas are limited liability companies run like zero-profit cooperatives that bring together consortia of Finnish corporations and municipal energy providers to purchase, finance, and share the output of jointly owned energy-generation facilities. They have long been associated with “uniquely Finnish” modes of trust, cooperation, societal cohesion, and transparency. In recent years, however, political-economic uncertainties have destabilized Finland’s mankala circuit, impacting how, whether, and when mankalas Teollisuuden Voima Oyj and Fennovoima have pursued new reactor projects. This has impacted reactor technology suppliers abroad, including France’s Areva, Germany’s E.On, and Russia’s Rosatom. With that in view, this paper explores whether anthropological analysis of Finland’s mankala corporate form can inspire new strategies for institutional innovation and reactor project financing for nuclear energy organizations. To chart out avenues for collaboration between anthropologists and nuclear energy practitioners, it concludes by proposing three pathways through which anthropological sensibilities could inform institutional decision making. I term these pathways holism, tracking and translation.

摘要

基于 32 个月的基于访谈的民族志实地调查，本文通过人类学公司形式理论的视角考察了芬兰的“曼卡拉”核能公司。Mankalas 是有限责任公司，其运作方式类似于零利润合作社，将芬兰公司和市政能源供应商的财团聚集在一起，以购买、融资和分享共同拥有的能源发电设施的产出。长期以来，它们一直与“独特的芬兰”信任、合作、社会凝聚力和透明度模式联系在一起。然而，近年来，政治经济的不确定性破坏了芬兰曼卡拉电路的稳定，影响了曼卡拉斯 Teollisuuden Voima Oyj 和 Fennovoima 寻求新反应堆项目的方式、是否以及何时。这影响了国外的反应堆技术供应商，包括法国的阿海珐、德国的 E.On 和俄罗斯的 Rosatom。有鉴于此，本文探讨了对芬兰曼卡拉公司形式的人类学分析是否可以激发核能组织机构创新和反应堆项目融资的新战略。为了勾勒出人类学家和核能从业者之间合作的途径，它最后提出了三种途径，人类学敏感性可以通过这些途径为机构决策提供信息。我将这些途径称为整体论、跟踪和翻译。为了勾勒出人类学家和核能从业者之间合作的途径，它最后提出了三种途径，人类学敏感性可以通过这些途径为机构决策提供信息。我将这些途径称为整体论、跟踪和翻译。为了勾勒出人类学家和核能从业者之间的合作途径，它最后提出了三种途径，人类学敏感性可以通过这些途径为机构决策提供信息。我将这些途径称为整体论、跟踪和翻译。