The Impact of Industrial Policy and Structural Changes on Codetermination in the German Steel Industry



During the last fifteen years the American economy has been unable to continue the impressive growth that characterized the postwar quarter century. Particularly during the 1970s, the malaise that infected American society had been accentuated by the apparently superior performance of competing countries. First France, then Germany, and finally Japan appeared to have discovered, in turn, a unique policy that guaranteed economic growth and stable employment. Initially it was “Le Plan”, the indicative industrial planning by an elite Gaullist technocracy that assigned quantitative and qualitative investment targets to key industries, then German Codetermination,* and lastly the mysterious establishment of industrial strategies by Japan’s Ministry of Industry and Trade that were held responsible for the successive peak performances of these countries. The apparent common denominator of the French-German-Japanese experiences was government intervention in the market economy: industrial policy and employee-union participation in managerial decision making, that is, codetermination.


Steel Industry Industrial Policy Supervisory Board Work Council Wage Rigidity 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Bell, Daniel and Kristol, Irving, eds. (1981), The Crisis in Economic Theory, New York: Basic BooksGoogle Scholar
  2. Jeske, J. Jürgen (1985),“Fallstricke der Krise”, Frankfurter Allgemeine Zeitung (FAZ), July 6,11Google Scholar
  3. MacGregor, Ian (1983), “MacGregor of the Mines”, The Economist, August 27,36Google Scholar
  4. MacGregor, Ian (1985),“Should Steel be Helpful ?”, The Economist, Febuary 9,12Google Scholar
  5. Meade, J. C. (1982), Stagflation, vol.I: Wage, Fixing, London: Allen and IrvingGoogle Scholar
  6. Streeck, Wolfgang (1984), Industrial Relations in West Germany, New York: St. Martin’s PressGoogle Scholar
  7. Thimm, Alfred L. (1976), Alfred L. (1976), “Decision-Making at Volkswagen 197275”, Columbia Journal of World Business, Springer 1976Google Scholar
  8. Thimm, Alfred L. (1979), “ The German Steel Strike 1978–79; World Business, Summer 1979, 52–68Google Scholar
  9. Thimm, Alfred L. (1981), “ How Far Should German Codetermination Go ,Challenge, July/August 1981, 14–15Google Scholar
  10. Thimm, Alfred L. (1982), The False Promise of Codetermination, Lexington, MA: D.C. Heath & Co.Google Scholar
  11. Tinnin, D. (1980a), “West Germany Steel”, The Economist, May 3, 1980, 95–96Google Scholar
  12. Tinnin, D. (1980b) “ Reforging an Old Steelworker”, Fortune, June 16, 1980Google Scholar
  13. Weitzman, Martin L. (1983), “Some Macroeconomic Implications of Alternative Compensation Systems”, Economic Journal, vol. 93.Google Scholar
  14. Weitzman, Martin L. (1984), The Share Economy, Cambridge: Harvard University PressGoogle Scholar
  15. Witte, Eberhard (1980), “The Influence potential of the Employee as the Basis for Codetermination”, Die Betriebswirtschaft, vol. 40Google Scholar
  16. Witte, Eberhard (1981a) “The Independence of Management Board in the Influence System of Enterprise”, Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung, vol. 33Google Scholar
  17. Witte, Eberhard (1981b), “The Influence of the Stockholder on Enterprise Policy”, Zeitschrift für Betriebswirtschaft, vol. 51Google Scholar

Copyright information

© Springer-Verlag Berlin · Heidelberg 1989

Authors and Affiliations

There are no affiliations available

Personalised recommendations