Bruksmakt och maktbruk : Robertsfors AB 1897-1968
This thesis studies seven strategic decisions made in the family-owned forestry company Robertsfors AB, in Northern Sweden. During the present century Robertsfors AB has developed from a patriarchally concern controlled into a capitalistic industrial company. This also meant a radical change in th...
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Language: | Swedish |
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Institutionen för ekonomisk historia
1988
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ftumeauniv:oai:DiVA.org:umu-67629 2023-10-09T21:54:36+02:00 Bruksmakt och maktbruk : Robertsfors AB 1897-1968 Decision-making and decision power : Robertsfors AB 1897-1968 Holmström, Per 1988 application/pdf http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-67629 swe swe Institutionen för ekonomisk historia Umeå : Umeå universitet Umeå studies in economic history, 0347-254X 9 http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-67629 urn:isbn:91-7900-434-2 Local 881253 info:eu-repo/semantics/openAccess decision-making decision power decision process family firm for¬est industry Economic History Ekonomisk historia Doctoral thesis, monograph info:eu-repo/semantics/doctoralThesis text 1988 ftumeauniv 2023-09-22T13:50:52Z This thesis studies seven strategic decisions made in the family-owned forestry company Robertsfors AB, in Northern Sweden. During the present century Robertsfors AB has developed from a patriarchally concern controlled into a capitalistic industrial company. This also meant a radical change in the decisionmaking process. Two factors were decisive in this process: the managing director's values, and altered power relationships both within the company and externally in relation to e g state and municipal authorities and labour market organizations. The patriarchal Seth M Kempe, managing director 1897-1927, placed greater value on the company's independence than on profitability, and he personally, after discussions with the production manager, made the strategic decisions to build a sulphite mill in 1902 and not to build a sulphate mill in 1918. He also had no confidence in outside experts. Maximum profits on paid up capital, quick decisions and delegation of responsibility were the marks of the years 1928-1947, when Seth M Kempe's son Erik was managing director. The strategic decision to close down the sawmill in 1935 was made by the company board, while he himself made the decisions early in the 1940's to produce sulphite alcohol and to establish an impregnation works, and finally to close down the sulphite mill in 1948. Responsibility for the community and the company's work force increased in importance during the years 1948-1968, when Erik's brother Ragnar was managing director. Now the board once again had real power. Decision-making was based on negotiation and compromise between management, the board, union organizations and state authorities — which is reflected in the strategic decision of 1967 to rebuild the foundry. digitalisering@umu Doctoral or Postdoctoral Thesis Northern Sweden Umeå University: Publications (DiVA) Kempe ENVELOPE(162.717,162.717,-78.317,-78.317) |
institution |
Open Polar |
collection |
Umeå University: Publications (DiVA) |
op_collection_id |
ftumeauniv |
language |
Swedish |
topic |
decision-making decision power decision process family firm for¬est industry Economic History Ekonomisk historia |
spellingShingle |
decision-making decision power decision process family firm for¬est industry Economic History Ekonomisk historia Holmström, Per Bruksmakt och maktbruk : Robertsfors AB 1897-1968 |
topic_facet |
decision-making decision power decision process family firm for¬est industry Economic History Ekonomisk historia |
description |
This thesis studies seven strategic decisions made in the family-owned forestry company Robertsfors AB, in Northern Sweden. During the present century Robertsfors AB has developed from a patriarchally concern controlled into a capitalistic industrial company. This also meant a radical change in the decisionmaking process. Two factors were decisive in this process: the managing director's values, and altered power relationships both within the company and externally in relation to e g state and municipal authorities and labour market organizations. The patriarchal Seth M Kempe, managing director 1897-1927, placed greater value on the company's independence than on profitability, and he personally, after discussions with the production manager, made the strategic decisions to build a sulphite mill in 1902 and not to build a sulphate mill in 1918. He also had no confidence in outside experts. Maximum profits on paid up capital, quick decisions and delegation of responsibility were the marks of the years 1928-1947, when Seth M Kempe's son Erik was managing director. The strategic decision to close down the sawmill in 1935 was made by the company board, while he himself made the decisions early in the 1940's to produce sulphite alcohol and to establish an impregnation works, and finally to close down the sulphite mill in 1948. Responsibility for the community and the company's work force increased in importance during the years 1948-1968, when Erik's brother Ragnar was managing director. Now the board once again had real power. Decision-making was based on negotiation and compromise between management, the board, union organizations and state authorities — which is reflected in the strategic decision of 1967 to rebuild the foundry. digitalisering@umu |
format |
Doctoral or Postdoctoral Thesis |
author |
Holmström, Per |
author_facet |
Holmström, Per |
author_sort |
Holmström, Per |
title |
Bruksmakt och maktbruk : Robertsfors AB 1897-1968 |
title_short |
Bruksmakt och maktbruk : Robertsfors AB 1897-1968 |
title_full |
Bruksmakt och maktbruk : Robertsfors AB 1897-1968 |
title_fullStr |
Bruksmakt och maktbruk : Robertsfors AB 1897-1968 |
title_full_unstemmed |
Bruksmakt och maktbruk : Robertsfors AB 1897-1968 |
title_sort |
bruksmakt och maktbruk : robertsfors ab 1897-1968 |
publisher |
Institutionen för ekonomisk historia |
publishDate |
1988 |
url |
http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-67629 |
long_lat |
ENVELOPE(162.717,162.717,-78.317,-78.317) |
geographic |
Kempe |
geographic_facet |
Kempe |
genre |
Northern Sweden |
genre_facet |
Northern Sweden |
op_relation |
Umeå studies in economic history, 0347-254X 9 http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-67629 urn:isbn:91-7900-434-2 Local 881253 |
op_rights |
info:eu-repo/semantics/openAccess |
_version_ |
1779318227778666496 |