Vom Verein zum Unternehmen?

Using the example of the German Mechanical and Plant Engineering Association (Verband Deutscher Maschinen- und Anlagenbau, VDMA), this paper examines the viability of corporate history approaches in the history of the associations. The VDMA, one of the largest trade associations in the Federal Republic of Germany, faced increasing criticism from its member companies in the late 60s. The complex organisation, which had to reconcile the interests of some three dozen branches of industry and various regional groups, was considered inefficient and lacking in profile. The reaction was to launch a reform programme with rationalisation measures, a modern image policy and an expansion of the range of services on offer that showed certain traits of entrepreneurial behaviour. At the same time, the dues system was reformed, but the introduction of a splitting of the dues to the association’s headquarters and the branches was dispensed in order not to endanger the cohesion of interests. Both areas of reform thus demonstrate the imits of entrepreneurial logic in the organisation of an association.