Zeitschrift für Unternehmensgeschichte - Inhalt Heft 1/2004

Aufsätze (Articles)
Alexander Schug: Vom Newspaper space salesman zur integrierten Kommunikationsagentur. Die 120-jährige Entwicklungsgeschichte der Weerbeagentur Dorland, S. 5-25

Uwe Spiekermann: Freier Konsum und soziale Verantwortung. Zur Geschichte des Ladenschlusses in Deutschland im 19. und 20. Jahrhundert, S. 26-44

Werner Plumpe: 1968 und die deutschen Unternehmen. Zur Markierung eines Forschungsfeldes, S. 45-66

Roman Köster: "Schauspielhaus Oberursel". Die Geschichte der Motorenfabrik Oberursel in den Jahren 1918 bis 1956, S. 67-92

Abstracts

Alexander Schug: Vom Newspaper space salesman zur integrierten Kommunikationsagentur. Die 120-jährige Entwicklungsgeschichte der Weerbeagentur Dorland
Dorland is one of the oldest and still existing international advertising agencies, that was founded in 1883 in the USA and that expanded several times to Europe and Germany. Because of the well documented development of the Berlin-based branch of Dorland, founded in 1928, this essay focuses on the German perspective of international advertising history. The analysis of Dorland's institutional history gives important insights into the development of the advertising industry such as the international network building or the creation of so-called multinational advertising trusts, dominating today the world's advertising markets.

Uwe Spiekermann: Freier Konsum und soziale Verantwortung. Zur Geschichte des Ladenschlusses in Deutschland im 19. und 20. Jahrhundert
The history of shop closing times in 19th and 20th century Germany is a history of regulating time structures and setting time hierachies in a modern consumer society. At the end of the 19th century increasing competition in retail trade led to a situation of unlimited consumer opportunities. The staying power of a religiously motivated Sunday healing was contradicted by the dynamics of a free competitive economy. A new social question arose, and the first restrictions of working times for shop assistants were one answer to this development. Restriction became the key term for a first phase of regulation, to harmonise the rights of consumers and shop assistants/retailers. The first phase ended in the 1930s. It was interrupted and removed during the World Wars from a policy of Versorgungspflicht, which was focussed around the duty of retail trade to supply consumers with basic goods. In both cases the result was dezentralisation and fragmentation of shop closing regulations. So after World War II the main task was to standardise and harmonise the patchwork of heterogeneous shop opening hours. The notorious shop closing law of 1956 was not only a result of social policy, but was first of all an effort to create market security and similar conditions for all suppliers. Since the early 1970s the question was, wether a law on opening hours is in keeping with the times. The ongoing debate changed under the conditions of increasing purchasing power of consumers and growing influence of the leading retail companies. Today, we are witnessing a growing dissolution of a social consensus based on social responsibility.

Werner Plumpe: 1968 und die deutschen Unternehmen. Zur Markierung eines Forschungsfeldes
The year of 1968 takes a prominent position in the post-war history of West Germany. On the one hand, it indicates the event of a political onset, on the other hand, it marks a watershed in middle-term and long-term social change. The movement of 1968 saw itself as anti-capitalistic and critical towards big business, which it regarded as the hotbed of reactionary politics and resistance against liberal and democratic forces in society. These global allegations, which generally were not derived from genuine inspections of their object and first of all were raised against the Springer corporation, caused anxiety in numerous companies, the more because their standing in society had considerably changed throughout the 1960s. Nevertheless, from anxiety a new self-conception emerged, and finally a more active self-representation of companies in public. At closer inspection, however, it becomes clear that essential elements of structural social change had not at all to be put through against the resistance of business, but that, on the contrary, companies themselves were agents of structural change towards a mass consumer society – something that went much too far in the opinion of many activists of 1968 who took a critical stance towards consumerism. In the course of this structural change, companies themselves changed their organizational patterns, their hierarchies, their mode of corporate management and, finally, their behaviour in dealing with their own past.

Roman Köster: "Schauspielhaus Oberursel".Die Geschichte der Motorenfabrik Oberursel in den Jahren 1918 bis 1956
The Motorenfabrik Oberursel (MO) is one of the oldest engine-building enterprises in Germany. Founded in 1892, the MO made a straight development and in the beginning of World War I, it was an important business rival to older and bigger enterprises like Deutz or Humboldt. After the war, however, the MO had to struggle with low demand and problems with the workforce. So the MO and Deutz agreed to form an «Interessensgemeinschaft» in 1921. In 1932, after a period of rationalization, the now profitable Motorenfabrik was shut down because of the Great Depression. But after just two years it was reopened. During World War II, the MO was engaged in the development of aircraft engines beside its traditional motor production. In 1945, the plant was occupied by American forces. In 1956, after a long time of use as a repair shop for the US Army, the MO was released. Two years later, the license poduction of Orpheus engines started, marking the beginning of the continual production of aircraft engines in Oberursel.

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