Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Abstract: "Scientific management" is the label Frederick Taylor attached to the system of management devised by him. In this article we present our discovery of very different "scientific" management principles that were developed roughly concurrently with Taylorism by German physicist Ernst Abbe, then owner and managing director of the Carl Zeiss optical instruments company. Abbe's management principles as well as the social philosophy underlying them are accessible to present-day theorists because he laid them down both in the statutes of a foundation he founded and in an extensive commentary on the statutes. These original accounts offer a remarkable opportunity to enrich our current understanding of how managers can create and recreate firm capabilities that allow firms to enjoy a long-term leadership position. Abbe develops an early account for managing a science-based firm and securing its long-term competitiveness, giving detailed prescriptions with regard to the type and scope of a firm's activities, its organizational setup, and its labor relations. Abbe's management principles exhibit striking parallels to important contemporary theories of organization such as the Resource-Based Theory of the Firm and the related Dynamic Capabilities Theory of the Firm, and even today are able to indicate issues that warrant further theoretical elaboration. In this article, we give an outline of Abbe's thoughts, highlight some of their most characteristic features, and putthem into a present-day management theory perspective. Terms of use: Documents in
We experimentally test the effect of enforceable non-compete clauses on working efforts. The employee can invest into the probability of making a profitable innovation. After a successful innovation (Win) the employee may want to leave the firm (Shift) whereas after an innovation failure (Lose) he may remain (Stay) . In the treatments with non-compete clause, but not in the baseline, the employer can prevent successful innovators from leaving the firm. With standard preferences, effort should be lower if the worker cannot leave the firm, except if compulsory compensation for having to stay is very high. By contrast we find no reduction in effort even if compensation is low. Employers anticipate the incentive problem and pay a higher wage which employees reciprocate by higher effort.
Regional knowledge and spatial evolution of the West German laser systems industry.We analyze the regional evolution of the German laser systems industry in West Germany in the 1975- 2005 period. We find that regional knowledge in the related field of laser source production and the presence of laser-relevant universities and public research organization were conducive to the first emergence of laser systems producers. Upstream laser source producers influence entry into the downstream laser systems industry primarily through their own diversification moves. Public research was less important in the submarket of materials processing laser systems, which is less directly science based than other parts of the laser systems industry. While spatial proximity to Munich, the early center of laser research in Germany, had a slightly increasing effect on regional entry into the new industry, we do not find any evidence for spillovers between neighbouring regions.
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