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Kippenberger, T - In: The Antidote 1 (1996) 1, pp. 38-39

Posits that divisionalization in companies, as we know it today, followed on from Du Pont in the 1920s, and goes on to show this in greater detail. Indicates that something eventful happened in the 1980s — management became a big and extremely lucrative business. Suggests Japanese incursions...

Persistent link: https://www.econbiz.de/10015017908

The hollow ring of corporate America

Kippenberger, T - In: The Antidote 2 (1997) 1, pp. 4-4

Questions whether corporate USA will be able to maintain competitiveness into the next millennium owing to unrelenting … restructuring, meaning a recovery is based on an illusion of improved productivity. States, bluntly, the USA needs to grow in order … to maintain market share — let alone to expand it. Recommends the USA must now develop markets, technologies and products …

Persistent link: https://www.econbiz.de/10015017924

A strong focus at Amoco UK

Kippenberger, T - In: The Antidote 1 (1996) 1, pp. 22-24

Details the strong links between employee objectives in the UK and the USA at Amoco. Posits that Amoco has six …

Persistent link: https://www.econbiz.de/10015017988

How the theory developed (stakeholders)

Kippenberger, T - In: The Antidote 1 (1996) 2, pp. 6-7

the stakeholder theory really began in the late 1950s and 1960s USA, with the UK taking up the reins in the 1970s …. Chronicles that in the UK companies may have to adopt an inclusive stakeholder approach but in the USA the arguments move on. …

Persistent link: https://www.econbiz.de/10015017992

A tradition of innovation at 3M

Kippenberger, T - In: The Antidote 2 (1997) 2, pp. 31-33

Concentrates on 3M, a US company founded in 1902 in which, from the beginning, innovation was necessary. Chronicles that 3M (from the Minnesota Mining and Manufacturing Company) employs 86,000 people in more than 60 countries with yearly revenues of US$115 billion on average. Discusses...

Persistent link: https://www.econbiz.de/10015018011