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Maximilian Lantelme examines the historical growth and decline developments of large German family and non-family businesses between 1971 and 2011. Based on a sample of the 143 largest German companies in 1971 and in 2011, the author investigates the long-term development of each company and calculates compound annual growth rates (CAGR) to compare the developments of total sales and of the number of employees between the enterprises with the overall development of the German economy. Additionally, he presents the exit rates as well as the reasons for the downfalls of the different types of companies. The results show a superior development of family businesses especially compared to non-family businesses due to lower exit and higher growth rates. The strategic implications are that family businesses should achieve a certain corridor of growth in the long-term to secure the company’s existence over generations. Contents Corporate Strategy: Growth Paths and Reasons for Downfall Characteristics of Family and Non-Family Businesses The Development of Large Family and Non-Family Businesses in Germany (1971-2011) Target Groups Researchers and students in the field of economic sciences< Managers of family businesses, entrepreneurs The Author Maximilian Lantelme studied Corporate Management & Economics at Zeppelin University, Friedrichshafen. He works as a strategy consultant.

Leadership. --- Organization. --- Planning. --- Business Strategy/Leadership.

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Written by leading academics, practitioners and emerging stars,The Palgrave Encyclopedia of Strategic Management provides a long awaited, rich and comprehensive overview of this vibrant field. The goal has been not only to provide an exemplary reference work for students, teachers, scholars and practitioners wishing to understand the central ideas and issues in strategic management, but also to make a substantive contribution to the field, and thus aid its continuing development and growth. The field of strategic management, which started to emerge in the second half of the twentieth century is in particular need of such a defining reference work because of its relatively fragmented character and its newness. While many handbooks and edited volumes cover certain areas within the field, no one has thus far attempted to pull together such a comprehensive overview of the field: its history, schools, applications, biographies of key individuals and indeed the role of practitioners in its advancement. The Editors have paid special attention to ensure that all aspects of the field are covered. Efforts have been made to secure a balance between the theoretical and the more empirically/practitioner oriented side of strategic management. Modeled on the landmark reference publication The New Palgrave Dictionary of Economics, The Palgrave Encyclopedia of Strategic Management is set to become the standard reference work on the subject for many years to come.

Leadership. --- Management. --- Organization. --- Planning. --- Business Strategy/Leadership.

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This engaging book presents a lively debate surrounding the professionalization of leadership. With contributions from both sides of the argument, the book considers the historical overview of leadership and management as a profession, questions what constitutes a profession, and critically addresses the practicality of professionalizing leadership. With a vast range of perspectives including political philosophy, behavioural professionalism, limits to the professionalization of management and its historical contexts, the book intends to facilitate further discussion on the issues at stake and allow the reader to situate their point of view within the wider debate. With a number of education programs beginning to focus on the art and practice of leading people this debate is very timely, considering the suitability of this approach within management education.

Leadership. --- Ability --- Command of troops --- Followership --- Business Strategy/Leadership.

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Revenue Management has proven successful in a number of service industries. Starting out in the airlines industry in the 1970s, Revenue Management spread to tourism sectors such as hotels and cruise ships, but also to TV advertising and other industries. Revenue Management for the manufacturing sector is a relatively new concept which is explored in this book. In order to test if there is a potential for Revenue Management in the manufacturing sector, a survey was conducted and sent to a large number of manufacturing companies in the paper, steel and aluminium industries. The results show that Revenue Management is already partly implemented in these industries, but has further greater potential for bottom line improvement in these industries. The book continues with a number of mathematical decision models and heuristics for several application scenarios. The numerical results of the models indicate that manufacturing companies should seriously consider thinking about implementing a Revenue Management system in order to enhance profits significantly.

Revenue management. --- Leadership. --- Business Strategy/Leadership. --- Ability --- Command of troops --- Followership

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Dieses Open-Access-Fachbuch setzt sich empirisch und theoretisch mit Teilaspekten der digitalen Transformation und deren Konsequenzen für die Unternehmensführung auseinander. Die mit der Digitalisierung verbundenen neuen Technologien, Geschäftsmodelle sowie Denk- und Handlungsweisen verändern die Welt grundlegend und mit einer hohen Geschwindigkeit. Der Band greift aktuelle, praxisrelevante Fragestellungen und Herausforderungen des Megatrends Digitalisierung auf und bietet Informationen zu Themen wie plattformbasierte Dienstleistungen, Cybersicherheit, Ambidextrie, Big Data Analytics, Kryptowährungen, Smart Contracts, Online Marketing Tools, Augmented Reality und Social Influencing. Die 15 Beiträge wurden durch Autorenteams erarbeitet. Diese setzen sich aus Lehrenden und Forschenden sowie Vertreterinnen und Vertretern der Unternehmenspraxis mit akademischem Background zusammen. Sämtliche Beiträge basieren auf empirischen Analysen, die zumeist ihren Schwerpunkt auf Gestaltungsprobleme aus der Unternehmenspraxis legen, und beinhalten somit ein breites Spektrum an konkreten Fallbeispielen. Der Inhalt Grundlegende Aspekte der digitalen Transformation Führung und Organisation Human Resource Management Marketing Finanzwirtschaft Die Herausgeber Prof. Dr. Jochen Schellinger ist Studiengangsleiter Master of Science in Business Administration an der Berner Fachhochschule Wirtschaft. Prof. Dr. Kim Oliver Tokarski ist Professor für Entrepreneurship und Unternehmensführung und Leiter der Weiterbildung an der Berner Fachhochschule Wirtschaft. Prof. Dr. Ingrid Kissling-Näf ist Direktorin der Berner Fachhochschule Wirtschaft und Co-Leiterin des Instituts Sustainable Business.

Leadership. --- Business Strategy/Leadership. --- Ability --- Command of troops --- Followership --- Business --- Management science --- Leadership