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Zeitschrift für Soziologie

Ed. by Diehl, Claudia / Kalthoff, Herbert / Otte, Gunnar / Schnabel, Annette / Schützeichel, Rainer

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2366-0325
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Volume 31, Issue 3

Issues

Jenseits der Face-to-Face-Organisation / Jenseits der Face-to-Face-Organisation

Wachstumsprozesse in kapitalmarktorientierten Unternehmen / Processes of Growth and the Orientation towards the Capital Market in New Economy Firms

Stefan Kühl
  • Institut für Soziologie, Ludwig-Maximilians-Universität München, Konradstr. 6, D-80801 München
  • Other articles by this author:
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Published Online: 2016-05-19 | DOI: https://doi.org/10.1515/zfsoz-2002-0302

Zusammenfassung

Unternehmen der New Economy galten über mehrere Jahre als das Organisationsmodell für das 21. Jahrhundert. Besonders Internetunternehmen schienen typische Organisationsprobleme der Old Economy (lange Entscheidungswege, ungenügende Kooperation zwischen Abteilungen und geringe Motivation der Mitarbeiter) in den Griff zu bekommen. Dieser Artikel argumentiert, dass die aus der Old Economy bekannten Organisationsprobleme in den Internetunternehmen deshalb nicht auftraten, weil es sich in der Anfangszeit um gruppenförmig strukturierte Face-to-Face-Organisationen handelte. Mit dem besonders durch Risikokapitalgeber geforderten Wachstum sahen sich die Unternehmen jedoch gezwungen, Organisationsstrukturen auszudifferenzieren. Weil die Unternehmen versuchten, möglichst lange an einer gruppenförmigen Organisationsstruktur festzuhalten, entstanden Organisationsprobleme wie die Zentralisierung von Entscheidungen an der Spitze, begrenzte Regelbefolgung und die Taylorisierung über EDV-gestützte Workflow-Konzepte. Diese spezifischen Organisationsprobleme von New-Economy-Firmen blieben so lange latent, wie der permanente Kapitalnachfluss sichergestellt war. Mit dem Einbruch an den Technologiebörsen und dem Rückzug vieler Risikokapitalgeber wurden die Organisationsprobleme der New-Economy-Unternehmen jedoch virulent.

Summary

For several years the enterprises of the New Economy were regarded as models for organization in the twenty- first century. Especially Internet firms (“dot.coms”) seemed to be able to solve the typical organizational problems of the Old Economy, like prolonged decision-making processes, insufficient cooperation between departments and poor motivation of employees. The reason why these organizational problems, widespread in the Old Economy, did not occur in the Internet firms was - so the article claims - that the latter were, at least in their early years, group-like “face-to-face organizations”. However, being confronted with demands by venture capitalists for rapid growth, firms were forced to create more pronounced and more differentiated organizational structures. Because many firms tried to maintain their group-like structures for as long as possible, new organizational problems arose such as the centralization of decisions at the top, poor compliance with rules, and Taylorization implemented by computer-supported workflow concepts. These organizational problems specific to New Economy firms remained latent as long as a continuous supply of capital was available. However, after the collapse of the high-tech stock markets and the withdrawal of venture capital the organizational problems of New Economy firms could no longer be ignored.

About the article

Published Online: 2016-05-19

Published in Print: 2002-06-01


Citation Information: Zeitschrift für Soziologie, Volume 31, Issue 3, Pages 186–210, ISSN (Online) 2366-0325, ISSN (Print) 0340-1804, DOI: https://doi.org/10.1515/zfsoz-2002-0302.

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© 2002 by Lucius & Lucius, Stuttgart.

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