This book offers a short history of business administration in four parts. Part 1 takes the reader from 8000 BCE with the development of simple control techniques to the middle of the nineteenth century. At this time, normative, empirical, and theoretical approaches to business problems in the industrial area were developed. Furthermore, more powerful methodologies came into use. In Part 2, the criteria for science are discussed and related to the development of business administration as a science at the beginning of the twentieth century. Part 3 demonstrates, using Germany as an example, the development of business administration as strongly influenced by its societal environment. The cases of National Socialist Germany, the socialist environment of the German Democratic Republic, and the reconstruction of an academic-inspired business administration in Western Germany are provided as illustrative examples. Part 3 also presents a typology of major specializations in business administration, examples of their development, and a proposal for a curricular approach to the discipline. The fourth and final part presents the benefits of studying the history of management ideas. This book is useful for academics in business administration, advanced students, and anyone who seeks to understand recent developments in business administration.
How can a personal desire to leave a lasting mark and criticism of the German university system lead to the establishment of an internationally renowned institution of higher education? Klaus Brockhoff provides the answer to this question by accurately tracing the detailed 35-year history of WHU – Otto Beisheim School of Management – and highlighting all of its highs and lows in the process. Despite the challenges associated with founding and operating an institution of higher education, it was always and will continue to be the remarkable spirit of the donor, university administration members, employees as well as students, alumni and sponsors that make a decisive contribution to the overall success of WHU. At the same time, the history of WHU may also serve as an example for other universities wanting to position themselves successfully amid international competition that is becoming increasingly dynamic. Ever since the establishment of WHU, Professor Dr. Dr. h. c. Klaus Brockhoff has been monitoring the institution's evolution, served as its dean for five years and then went on to be part of the foundation's Executive Board for 13 years. His presentation relies on a comprehensive document analysis in addition to personal conversations with numerous contemporary witnesses and members of WHU. The Beisheim foundations in Switzerland and Germany remain committed to promoting the philanthropic legacy of Otto Beisheim, one of the co-founders of Metro. At the same time, both foundations are the primary sponsors of WHU, which has borne the name of the entrepreneur – Otto Beisheim School of Management – ever since he demonstrated such impressive personal commitment in 1993. The Beisheim foundations are the editors of this publication, which will also be published in German.
Industrial research has come under pressure. Will recent budget cuts reduce competitiveness? Based on interviews in Japanese and European high-tech firms it is shown that research supports important potentials. These can be used for project funding, location decisions, and an analysis of sufficient conditions for research success. Careful management of the potentials should improve future competitiveness, and it should help to understand why industrial firms benefit from research and how.
This book offers a short history of business administration in four parts. Part 1 takes the reader from 8000 BCE with the development of simple control techniques to the middle of the nineteenth century. At this time, normative, empirical, and theoretical approaches to business problems in the industrial area were developed. Furthermore, more powerful methodologies came into use. In Part 2, the criteria for science are discussed and related to the development of business administration as a science at the beginning of the twentieth century. Part 3 demonstrates, using Germany as an example, the development of business administration as strongly influenced by its societal environment. The cases of National Socialist Germany, the socialist environment of the German Democratic Republic, and the reconstruction of an academic-inspired business administration in Western Germany are provided as illustrative examples. Part 3 also presents a typology of major specializations in business administration, examples of their development, and a proposal for a curricular approach to the discipline. The fourth and final part presents the benefits of studying the history of management ideas. This book is useful for academics in business administration, advanced students, and anyone who seeks to understand recent developments in business administration.
Research and development is no longer a headquarters function. More and more companies internationalize their R&D activities. The pros and cons of this approach are discussed in this book. The organizational alternatives for international R&D as well as the consequences that they have for decision making and performing R&D are also of great interest. Furthermore, measuring success of international R&D is a very difficult problem that is not yet fully understood. However, suggestions are made to improve present day practise. They are based on a large body of empirical research and management literature.
Software product line engineering has proven to be the methodology for developing a diversity of software products and software intensive systems at lower costs, in shorter time, and with higher quality. In this book, Pohl and his co-authors present a framework for software product line engineering which they have developed based on their academic as well as industrial experience gained in projects over the last eight years. They do not only detail the technical aspect of the development, but also an integrated view of the business, organisation and process aspects are given. In addition, they explicitly point out the key differences of software product line engineering compared to traditional single software system development, as the need for two distinct development processes for domain and application engineering respectively, or the need to define and manage variability.
How can a personal desire to leave a lasting mark and criticism of the German university system lead to the establishment of an internationally renowned institution of higher education? Klaus Brockhoff provides the answer to this question by accurately tracing the detailed 35-year history of WHU – Otto Beisheim School of Management – and highlighting all of its highs and lows in the process. Despite the challenges associated with founding and operating an institution of higher education, it was always and will continue to be the remarkable spirit of the donor, university administration members, employees as well as students, alumni and sponsors that make a decisive contribution to the overall success of WHU. At the same time, the history of WHU may also serve as an example for other universities wanting to position themselves successfully amid international competition that is becoming increasingly dynamic. Ever since the establishment of WHU, Professor Dr. Dr. h. c. Klaus Brockhoff has been monitoring the institution's evolution, served as its dean for five years and then went on to be part of the foundation's Executive Board for 13 years. His presentation relies on a comprehensive document analysis in addition to personal conversations with numerous contemporary witnesses and members of WHU. The Beisheim foundations in Switzerland and Germany remain committed to promoting the philanthropic legacy of Otto Beisheim, one of the co-founders of Metro. At the same time, both foundations are the primary sponsors of WHU, which has borne the name of the entrepreneur – Otto Beisheim School of Management – ever since he demonstrated such impressive personal commitment in 1993. The Beisheim foundations are the editors of this publication, which will also be published in German.
Jorg Bensinger, a group head of Audi corporation's R&D depart ment, had been waiting for long to find a chance to advertise his idea of a four-wheel drive for passenger cars to one of the board mem bers. Favorable experiences had been collected in drive tests with the lItis, a jeep-like car developed for use in the German army. The ex periences showed extremely good performance on icy roads and in snow. Bensinger's chance came in February of 1977, when he could talk to Ferdinand Piech, then R&D vice president of Audi and a technology buff. At this time Audi wasn't quite considered as a tech nological leader in the public. Technology based innovations were expected from Mercedes or Porsche by many customers. Piech, Ben singer, and others sensed that introducing the four-wheel drive to passenger cars could initiate a strategic change. Under great secrecy development work and prototype construction were commissioned. One obstacle seemed to be space requirements for the gear-box. Hans Nedvidek, former race-track engineer in the Mercedes team, was assigned to the team, and he developed an ingenious solution to the problem. It took until September of 1977 until other board mem bers were informed, and after some rallying the board found a con sensus in the next month to authorize further development steps for a four-wheel drive car. However, Audi is a subsidiary of Volkswagen Corp. The accord of the much bigger mother had to be secured.
Industrial research has come under pressure. Will recent budget cuts reduce competitiveness? Based on interviews in Japanese and European high-tech firms it is shown that research supports important potentials. These can be used for project funding, location decisions, and an analysis of sufficient conditions for research success. Careful management of the potentials should improve future competitiveness, and it should help to understand why industrial firms benefit from research and how.
Research and development is no longer a headquarters function. More and more companies internationalize their R&D activities. The pros and cons of this approach are discussed in this book. The organizational alternatives for international R&D as well as the consequences that they have for decision making and performing R&D are also of great interest. Furthermore, measuring success of international R&D is a very difficult problem that is not yet fully understood. However, suggestions are made to improve present day practise. They are based on a large body of empirical research and management literature.
International authors of very different fields look at technology and innovation management from several perspectives: they discuss in 27 articles aspects of their disciplines focussing on innovation management, ultimately presenting an interdisciplinary crossing-over into all other functional areas within the realm of business. Furthermore, some authors devote themselves to new topics such as venture capital, virtual stock markets, and futurology.
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