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Beitrag in Sammelwerk

BMW: Mastering the Crises with "New Efficiency?"

MPG-Autoren
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Seeliger,  Martin
International Max Planck Research School on the Social and Political Constitution of the Economy, MPI for the Study of Societies, Max Planck Society;

Externe Ressourcen
Volltexte (frei zugänglich)

REA_34_2014_Seeliger.pdf
(beliebiger Volltext), 341KB

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Zitation

Pries, L., & Seeliger, M. (2014). BMW: Mastering the Crises with "New Efficiency?". In D. C. Wood (Ed.), Production, Consumption, Business and the Economy: Structrual Ideals and Moral Realities (pp. 187-208). Bingley: Emerald. doi:10.1108/S0190-128120140000034006.


Zitierlink: http://hdl.handle.net/11858/00-001M-0000-0024-253D-4
Zusammenfassung
Purpose Make a contribution on company business models and typical reactions to economic crises. Design/methodology/approach Media-analysis-based case study. Findings Crisis is handled through drawing on a strategy deriving from the typical features of the company; through the crisis these features are even intensified. Research limitations/implications Multinational companies are complex and only transparent to a small degree; the empirical data therefore rests on a database with articles. Social implications Social implications can be seen at the BMW as a functioning example for social partnership as a form of economic embeddedness at the societal level.