In the German automobile industry the vertical integration, as an indicator of value added, is on average low. Beyond the argument of relative high labour costs for manufacturing, several specific reasons for the level of vertical integration, linked to the flexibility of business administration...

In the German automobile industry the vertical integration, as an indicator ofvalue added, is on average low. Beyond the argument of relative high labourcosts for manufacturing, several specific reasons for the level of vertical integration,linked to the flexibility of business administration...

In the German automobile industry the vertical integration, as an indicator of value added, is on average low. Beyond the argument of relative high labour costs for manufacturing, several specific reasons for the level of vertical integration, linked to the flexibility of business administration...

In the German automobile industry the vertical integration, as an indicator of value added, is on average low. Beyond the argument of relative high labour costs for manufacturing, several specific reasons for the level of vertical integration, linked to the flexibility of business administration...

The paper shows how traditional organizational structures within the production sector, such as quality circles, learning groups ("Lernstatt") and project teams reflect the constructivist and postmodern concepts of strategic management with their wide ignorance of purely plan deterministic...

Der vorliegende Beitrag zeigt, dass die Festlegung der Fertigungstiefe in der Gegenstromplanung von Strategien kein stringentes Instrument der Unternehmensführung ist. Die Top-Down und Bottom-Up Analyse über die hierarchischen Ebenen der Unternehmens-, Wettbewerbs- und Funktionalstrategie...

The paper shows how traditional organizational structures within the productionsector, such as quality circles, learning groups (“Lernstatt”) and projectteams reflect the constructivist and postmodern concepts of strategic managementwith their wide ignorance of purely plan deterministic...

Der vorliegende Beitrag zeigt, dass die Festlegung der Fertigungstiefein der Gegenstromplanung von Strategien kein stringentes Instrumentder Unternehmensführung ist. Die Top-Down und Bottom-Up Analyseüber die hierarchischen Ebenen der Unternehmens-, Wettbewerbs- undFunktionalstrategie liefert...

Der vorliegende Beitrag zeigt, dass die Festlegung der Fertigungstiefe in der Gegenstromplanung von Strategien kein stringentes Instrument der Unternehmensführung ist. Die Top-Down und Bottom-Up Analyse über die hierarchischen Ebenen der Unternehmens-, Wettbewerbs- und Funktionalstrategie...

The paper shows how traditional organizational structures within the production sector, such as quality circles, learning groups ("Lernstatt") and project teams reflect the constructivist and postmodern concepts of strategic management with their wide ignorance of purely plan deterministic...