Beginning with the evolution of control techniques from 8000 BCE to the 19th century, the book explores the emergence of normative, empirical, and theoretical approaches in business administration. It examines the establishment of business administration as a science in the early 20th century and highlights the societal influences on its development in Germany, including the impacts of National Socialism and socialism. The text also categorizes major specializations within the field and advocates for the importance of studying the history of management ideas.
Die historische Perspektive der BWL wird in vier Schritten entwickelt: ihre wissenschaftlichen Leistungen, ihre historische Entwicklung und die Auffassungen von Rolle und Person des Unternehmers. Im letzten Abschnitt werden wichtige Einzelbeiträge vorgestellt, die den wissenschaftlichen Fortschritt markieren.
Jorg Bensinger, head of Audi's R&D department, sought to promote his idea for a four-wheel drive system for passenger cars. Positive results from drive tests with the lItis, a jeep-like vehicle for the German army, demonstrated excellent performance on icy and snowy roads. In February 1977, Bensinger seized the opportunity to present his concept to Ferdinand Piech, Audi's R&D vice president and a technology enthusiast. At that time, Audi was not viewed as a technological leader, with customers expecting innovations from brands like Mercedes or Porsche. Recognizing the potential for a strategic shift, Bensinger and Piech initiated development work on the four-wheel drive system in secrecy. A significant challenge was the space needed for the gearbox, which Hans Nedvidek, a former Mercedes race-track engineer, creatively addressed. By September 1977, other board members were briefed, and after some discussions, a consensus was reached the following month to authorize further development of the four-wheel drive car. However, as Audi is a subsidiary of Volkswagen Corp, approval from the larger parent company was also necessary.
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.
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.
