English
 
Help Privacy Policy Disclaimer
  Advanced SearchBrowse

Item

ITEM ACTIONSEXPORT
Add to Basket
  Local TagsRelease HistoryDetailsSummary

Released
Contribution to Collected Edition

BMW: Mastering the Crises with "New Efficiency?"

MPS-Authors
/persons/resource/persons81235

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;

External Resource

https://doi.org/10.1108/S0190-128120140000034006
(Publisher version)

Fulltext (restricted access)
There are currently no full texts shared for your IP range.
Fulltext (public)

REA_34_2014_Seeliger.pdf
(Any fulltext), 341KB

Supplementary Material (public)
There is no public supplementary material available
Citation

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.


Cite as: https://hdl.handle.net/11858/00-001M-0000-0024-253D-4
Abstract
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.