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- W2501294250 abstract "The 1970s saw the end of the post-war boom to the German national economy. While the unemployment woes and low economic growth rate in Germany seems less gloomy from today’s perspective,1 the oil crises of 1973–74 and 1979 nonetheless had a major psychological impact on the German population. The Linde AG, as was often the case in its 100-year history, expanded in a counter-cyclical manner during the Seventies, experiencing significant growth in comparison to the previous decade. More salient than this growth however, was the structural shift that occurred within the Linde Company itself during the 1970s. Linde underwent a profound change, moving as it did from a family-run (that is, an engineering- and scientist-driven) business to a management-led corporate group. To be sure, company leaders during the first 100 years were, and considered themselves to be, both managers and engineers or scientists, yet the proportional weight and perspectives granted to each shifted remarkably. The shift in power from Hermann Linde as Executive Board spokesman to Hans Meinhardt as CEO of the Executive Board was paradigmatic of this change. Initiated in the 1960s with the attempt to create a strong Group Headquarters, the company’s internal restructuring continued by centralizing decision making within a new Executive Board." @default.
- W2501294250 created "2016-08-23" @default.
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- W2501294250 date "2004-01-01" @default.
- W2501294250 modified "2023-09-24" @default.
- W2501294250 title "The 1970s: From Engineering- to Management-Driven Business" @default.
- W2501294250 doi "https://doi.org/10.1057/9780230509535_5" @default.
- W2501294250 hasPublicationYear "2004" @default.
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