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Much has been written recently about Germany’s prevailing economic problems, but the emphasis has been placed on globalisation, the rigidities of the labour market and various other difficulties related to Standort Deutschland. However, there are numerous problems with respect to German management, which are unquestionably major contributory factors to Germany’s current difficulties, especially mass unemployment. This paper considers a variety of issues in this context including the rampant and socially destructive preoccupation with cost cutting and rationalisation, negative managerial behaviour, the system of corporate governance, lack of innovation and finally, corruption and fraud. Some means of achieving a turnaround are suggested. The paper is based primarily on German‐language references.

Examines multilevel marketing in the light of the relationship between the would‐be seller and his/her perspective “downline.” States that people promoting multilevel marketing praise it as an opportunity of a lifetime with no catch. Claims that there is indeed a serious catch: the conventional process of promoting this so‐called opportunity to friends and virtually everyone else in someone's circle of acquaintance is, for the most part, unacceptable in western society. Maintains that truly determined sellers may well make money, but most will not, capitulating rather in the face of rejection ranging from disinterest to serious disapproval and resentment of the matter having being raised at all. Shows the conventional defences raised by proponents of multilevel marketing to be seriously flawed if not quite spurious.

Examines the motivation for and the benefits of a global branding strategy, and sets out a framework for its implementation. Discusses the international environmental circumstances conducive to global branding, analyses the major functions and benefits of the strategy – advertising cost savings, rapid introduction of product innovation and improved identification and motivation of the workforce with the enterprise. Finally deals with the organizational conditions for global branding, such as strategic planning and controlling, organizational anchoring and marketing research. Draws on both English and German management literature.

The starting‐point is a discussion of the current controversy regarding globalisation strategies. The conditions for success and barriers to worldwide marketing strategies are analysed and suggestions made for their successful implementation. Against the background of a global strategic orientation, the selection of an appropriate organisational structure, the adaptation of management systems and the global reorientation of organisational culture are examined. These issues are analysed within the context of a temporal and stepwise country‐by‐country concept. Both English language and German literature are integrated in the globalisation field.

Management theory and practice place undue emphasis on vertical, superior‐subordinate relationships in organisations. Yet much interaction occurs horizontally, between departments such as marketing, finance, personnel and production. Interdepartmental conflict, in particular, is an underresearched issue and that which does exist tends to emphasise certain aspects at the expense of others. Relatively underemphasised elements of interdepartmental conflict are analysed here in terms of a conceptual model linking the variables in a chain of causality. Attention is drawn to such issues as the co‐ordinative and delegatory responsibility of general management, the intrinsic incompatibility of departmental objectives, overspecialisation and intra versus intergroup differentiation.

Interdepartmental conflict is a vital but frequently underrated cause of organisational inefficiency and sub‐optimal performance. The views are presented of a number of practising managers in large manufacturing enterprises on the issue of interdepartmental conflict. Managers' comments are reported in the following categories: personality of managers, communication, objectives and interdepartmental priorities and perspectives. The comments indicate the prevalence of interdepartmental conflict, and suggest that the essence of the problem is limited managerial effectiveness and a paucity of mutual interdepartmental understanding.

More and more firms view the acquisition of foreign firms as an important component of their internationalization strategy. An important but frequently overlooked condition for the successful implementation of such a strategy is the consistent and appropriate integration of human resource management into the overall internationalization strategy (global, multilocal, hybrid). Offers guidelines on the significance and contents of human resource management practices in this context. The emphasis is on the strategically appropriate integration of the target organization with the acquiring corporation.

Discusses the model of industrial development, the S‐curve model and the model of technological life cycles. Shows that these three models are based on similar assumptions and are, therefore, closely related. The analysis shows, furthermore, that the models have significant implications for technology management. Finally, analyses the extent to which conventional methods of evaluating technological projects take these implications into account. Subjective evaluation techniques, risk/return analyses as well as portfolio methods are subject to critical appraisal. All in all, it becomes clear that these evaluative tools are, at best, of limited use.

There is a substantial literature on property‐market cycles, but not on the related, though distinct, issue of volatility. Focuses on the nature, causes and effects of volatility in the residential property market. Begins with a look at the negative impact of volatility, followed by a brief historical perspective. In an analysis of the mechanics of the property market, considers supply and demand in terms of their specific characteristics in this market context. Then analyses the psychology of the property market, with an emphasis on mass psychology. Further issues are the role of banks in exacerbating the existing market volatility, speculation, population influxes as a source of instability and, finally, counter‐cyclical policy which may achieve the opposite of what is intended. Takes a deliberately international perspective.

Examines multilevel marketing in the light of the relationship between the would‐be seller and his/her prospective “downline”. States that people promoting multilevel marketing praise it as an opportunity of a lifetime with no catch. Claims that there is indeed a serious catch: the conventional process of promoting this so‐called opportunity to friends and virtually everyone else in someone’s circle of acquaintance, is, for the most part, unacceptable in western society. Maintains that truly determined sellers may well make money, but most will not, capitulating rather in the face of rejection ranging from disinterest to serious disapproval and resentment of the matter having been raised at all. Shows the conventional defenses raised by proponents of multilevel marketing to be seriously flawed if not quite spurious.