This book offers a thoroughly researched and accessibly written account of the John Lewis Partnership. It describes what the JLP is, how it works, and what other businesses can learn from it. The US/UK model of the firm, with its emphasis on shareholder value and its openness to the market in the buying and selling of businesses, is prone to a number of problematic consequences for employees, suppliers, and sometimes share-holders. The JLP represents a contrast to this model - one that has implications beyond the small niche of mutually-owned firms. The JLP has lessons for organizations that are unlikely to move towards the Partnership's distinctive shared ownership. This book identifies these lessons. The key questions addressed include: how does the JLP work in practice? What is the link between co-ownership, the JLP employment model, and the performance of the businesses? What is the role of management in the success of John Lewis and Waitrose? Are mutuality, co-ownership and business performance at odds? What is the significance of democracy within the JLP? And probably most significantly: what are the implications, for policy-makers and for economic agents of the JLP? This book is based on detailed knowledge of the JLP and its constituent business gathered by the authors over a fifteen year period. Their conclusion: that the JLP is more complex, even more impressive, and more interesting than its admirers realise.

"In vivid detail... examines the little-known history of two extraordinary dynasties."--The Boston Globe "Not just a brilliant, well-researched, and highly readable book about China's past, it also reveals the contingencies and ironic twists of fate in China's modern history."--LA Review of Books An epic, multigenerational story of two rival dynasties who flourished in Shanghai and Hong Kong as twentieth-century China surged into the modern era, from the Pulitzer Prize-winning journalist The Sassoons and the Kadoories stood astride Chinese business and politics for more than one hundred seventy-five years, profiting from the Opium Wars; surviving Japanese occupation; courting Chiang Kai-shek; and nearly losing everything as the Communists swept into power. Jonathan Kaufman tells the remarkable history of how these families ignited an economic boom and opened China to the world, but remained blind to the country's deep inequality and to the political turmoil on their doorsteps. In a story stretching from Baghdad to Hong Kong to Shanghai to London, Kaufman enters the lives and minds of these ambitious men and women to forge a tale of opium smuggling, family rivalry, political intrigue, and survival.

A FINANCIAL TIMES BEST ECONOMICS BOOK OF THE YEAR A THE ECONOMIST BOOK OF THE YEAR 'Brilliantly conceived and enlightening at every turn' Lawrence Wright We have long been suspicious of corporations recklessly pursuing profit and amassing wealth and power. But the story of the corporation didn't have to be like this. For most of history, they were not amoral entities, but public institutions designed to promote the societies that granted them charter. Magnuson reveals how the corporation has evolved since its beginnings in the ancient world. What happens in this next chapter of the global economy depends on whether we can return to their public-minded spirit, or whether we have sunk irrevocably into the swamp of high profit at all costs. Epic and compelling in scope, For Profit illuminates the roles corporations played, for good and evil, in the making of the modern world.

Emerging from what was a somewhat staid sub-discipline, there is currently a battle for the soul of Management and Organizational History (MOH), at the centre of which is a widespread concern that much recent work has been more about how one should or might do history rather than actually doing historical work. If ever there was a time for a new volume on MOH, this is certainly it. This Handbook affords space to both these perspectives, as well as uncovering unorthodox and unconventional topics and approaches to more familiar territory with an emphasis on new and revisionist viewpoints. MOH researchers, doctoral and other students and instructors working in this sub-discipline will discover cutting-edge work with novel treatments of familiar terrain in the Handbook. Contributors include: A. Barros, F. Bastien, A. Booth, T. Bridgman, K. Bruce, D. Coraiola, N. Cornelius, S. Cummings, G. Durepos, W.M. Foster, A.G. Gillett, M. Maclean, R. Marens, P.G. McLaren, A.J. Mills, J.H. Mills, J. Muldoon, E.S. O Connor, E. Pezet, R. Pistol, C. Quinn-Trank, H.L. Schachter, G. Shaw, K.D. Tennent, S. Wanderley, K.S. Williams, M. Witzel, T. Yu, Y. Zoller

A remarkable fifteen Nordic family businesses are among the 500 biggest companies in the world and the Nordic countries have more dynasties than most others per capita and in GDP terms. The willingness, often reluctant, of both the political system and labour movement to accept asset accumulation has helped these Nordic businesses survive. The top 1% of Swedes own close to 25% of the country's wealth, as opposed to 16.5% of Spaniards, where dynasties are also abundant. The pattern has held a firm grip on the Nordic countries since the Industrial Revolution and emergence of free enterprise. The trend is particularly pronounced in comparison with the Anglo-Saxon countries - somewhat less so relative to places like Italy, Japan, Germany and South-Asian countries. This book describes the factors and dynamics behind the ability of Nordic businesses to grow and thrive from one generation to the next in the process of becoming dynasties. Far from being commercial enterprises, they are a venue for power, philanthropy, passion, conflict, freedom and captivity. Like many other dynasties, the Nordic ones are a witch's brew of Machiavelli's Prince, Marx's belief in the potential of the meritocracy and Smith's baker who works to sustain his family. Topped by a spoonful of Weber's Protestant Ethic. This book will be key readings for students and scholars of entrepreneurship, corporate governance, business history, Scandinavian history, family business and enterprises and the related disciplines.

Bill Hewlett and Dave Packard invented the model of the Silicon Valley start-up and set in motion a process of corporate becoming that made it possible for HP to transform itself six times over the 77 years since its founding in the face of sweeping technological changes that felled most of its competitors over the years. Today, HP is in the throes of a seventh transformation to secure its continued survival by splitting in two independent companies: HP Inc. and Hewlett Packard Enterprise. Based on extensive primary research conducted over more than 15 years, this book documents the differential contribution of HP's successive CEOs in sustaining the company's integral process of becoming. It uses a comprehensive strategic leadership framework to examine and explain the role of the CEO: (1) defining and executing the key tasks of strategic leadership, and (2) developing four key elements of the company's strategic leadership capability. The study of the strategic leadership of HP's successive CEOs revealed the paradox of corporate becoming, the existential situation facing successive CEOs (that justifies the book's empathic approach), and the importance of the CEO's ability to harness the company's past while also driving its future. Building on these novel insights, the book shows how the frameworks used to conceptualize the tasks of strategic leadership and the development of strategic leadership capability can serve as steps toward a dynamic theory of strategic leadership that animates an evolutionary framework of corporate becoming. This framework will be helpful for further theory development about strategic leadership and also offers practical tools for founders of new companies and CEOs and boards of directors of existing companies who intend to create, run or oversee companies built for continued relevance, longevity and greatness.

In the last two decades, innovation, data analysis and technology have driven a tectonic shift in the sports business. Game of Edges is the story of how sports franchises evolved, on and off the field, from raggedly run small businesses into some of the most systematically productive companies around. In today’s game, everyone from the owners to the marketing staff are using information—data—to give their team an edge. For analysts, an edge is their currency. Figuring out that bunting hurts your offence? That’s an edge. So is discovering metrics that can predict the career arc of your free agent shooting guard. Or combing through a decade of ticket-buying data to target persuadable fans. These small, incremental steps move a sports franchise from merely ordinary to the leading edge. Franchises today are more than just sports; they integrate a whole suite of other businesses—television and digital content, gambling and real estate, fashion and clothing, entertainment, catering and concessions and much more. But an optimised franchise has no room for error. Teams must do what the numbers say, reducing the element of chance, limiting those random moments of athletic heroism that make sports thrilling to watch. Optimisation also means the franchise’s main goal isn’t championships anymore; it’s keeping you, the viewer, engaged with the product. Drawing on extensive interviews with franchise owners, managers, executives and players, Bruce Schoenfeld introduces dynamic leaders who are radically reimagining the operations of these decades-old teams—and producing mind-boggling valuations. He joins the architects of the Golden State Warriors dynasty for an exclusive reception before tip-off. He stands among the faithful at Anfield, watching Liverpool’s analytics guru size up a prized midfielder. And he watches the president of the Chicago Cubs break ground on a new DraftKings gambling parlour at Wrigley Field, not ten miles from the site of the original Black Sox betting scandal. Essential reading for anyone interested in sports, business or technology Game of Edges explores a world where winning the game is only the beginning.

A book that stormed both the bestseller list and the public imagination, a book that created a genre of its own, and a book that gets at the heart of Wall Street and the '80s culture it helped define, Barbarians at the Gate has emerged twenty years after the tumultuous deal it so brilliantly recounts as a modern classic--a masterpiece of investigatory journalism and a rollicking book of corporate derring-do and financial swordsmanship.

The fight to control RJR Nabisco during October and November of 1988 was more than just the largest takeover in Wall Street history. Marked by brazen displays of ego not seen in American business for decades, it became the high point of a new gilded age and its repercussions are still being felt. The tale remains the ultimate story of greed and glory--a story and a cast of characters that determined the course of global business and redefined how deals would be done and fortunes made in the decades to come.

Barbarians at the Gate is the gripping account of these two frenzied months, of deal makers and publicity flaks, of an old-line industrial powerhouse (home of such familiar products a Oreos and Camels) that became the victim of the ruthless and rapacious style of finance in the 1980s. As reporters for The Wall Street Journal, Burrough and Helyar had extensive access to all the characters in this drama. They take the reader behind the scenes at strategy meetings and society dinners, into boardrooms and bedrooms, providing an unprecedentedly detailed look at how financial operations at the highest levels are conducted but also a richly textured social history of wealth at the twilight of the Reagan era.

At the center of the huge power struggle is RJR Nabisco's president, the high-living Ross Johnson. It's his secret plan to buy out the company that sets the frenzy in motion, attracting the country's leading takeover players: Henry Kravis, the legendary leveraged-buyout king whose entry into the fray sets off an acquisitive commotion; Peter Cohen, CEO of Shearson Lehman Hutton and Johnson's partner, who needs a victory to propel his company to an unchallenged leadership in the lucrative mergers and acquisitions field; the fiercely independent Ted Forstmann, motivated as much by honor as by his rage at the corruption he sees taking over the business he cherishes; Jim Maher and his ragtag team, struggling to regain credibility for the decimated ranks at First Boston; and an army of desperate bankers, lawyers, and accountants, all drawn inexorably to the greatest prize of their careers--and one of the greatest prizes in the history of American business.

Written with the bravado of a novel and researched with the diligence of a sweeping cultural history, Barbarians at the Gate is present at the front line of every battle of the campaign. Here is the unforgettable story of that takeover in all its brutality. In a new afterword specially commissioned for the story's 20th anniversary, Burrough and Helyar return to visit the heroes and villains of this epic story, tracing the fallout of the deal, charting the subsequent success and failure of those involved, and addressing the incredible impact this story--and the book itself--made on the world.

* Financial Times and McKinsey Business Book of the Year * Winner of the J. Anthony Lukas Book Prize * 800-CEO-READ Business Book of the Year * A New York Times Notable Book * A Washington Post Notable Book * An NPR Best Book of 2017 * A Wall Street Journal Best Book of 2017 * An Economist Best Book of 2017 * A Business Insider Best Book of 2017 * "A gripping story of psychological defeat and resilience" (Bob Woodward, The Washington Post)-an intimate account of the fallout from the closing of a General Motors assembly plant in Janesville, Wisconsin, and a larger story of the hollowing of the American middle class. This is the story of what happens to an industrial town in the American heartland when its main factory shuts down-but it's not the familiar tale. Most observers record the immediate shock of vanished jobs, but few stay around long enough to notice what happens next when a community with a can-do spirit tries to pick itself up. Pulitzer Prize-winning reporter Amy Goldstein spent years immersed in Janesville, Wisconsin, where the nation's oldest operating General Motors assembly plant shut down in the midst of the Great Recession. Now, with intelligence, sympathy, and insight into what connects and divides people in an era of economic upheaval, Goldstein shows the consequences of one of America's biggest political issues. Her reporting takes the reader deep into the lives of autoworkers, educators, bankers, politicians, and job re-trainers to show why it's so hard in the twenty-first century to recreate a healthy, prosperous working class. "Moving and magnificently well-researched...Janesville joins a growing family of books about the evisceration of the working class in the United States. What sets it apart is the sophistication of its storytelling and analysis" (Jennifer Senior, The New York Times). "Anyone tempted to generalize about the American working class ought to meet the people in Janesville. The reporting behind this book is extraordinary and the story-a stark, heartbreaking reminder that political ideologies have real consequences-is told with rare sympathy and insight" (Tracy Kidder, Pulitzer Prize-winning author of The Soul of a New Machine).

The service sector occupies a dominant position in the Japanese economy, yet few studies have looked at the way the industry developed. This book, first published in 1992, focuses on the growth and development of a major world security and communications corporation, SECOM. The success of the company has been rooted in the management strategies of Makoto Iida, who has shaped the company from a small localized business to an international industry at the forefront of innovation. The book first looks at the background of Makoto Iida, offering an insight into the nature of an entrepreneur and the issues this raises within the context of Japanese management styles. It then follows the company development stage by stage, assessing the importance of individual creativity in adapting and implementing traditional management techniques. It shows how strategies for human resources, service quality, new technology, globalization and corporate restructuring evolve within the context of a growing organization, and includes an analysis of the innovative marketing techniques and product development processes needed to sell security services to one of the world's safest countries.

In September, 2015 President Barack Obama informed The Forward, in a historic interview, of his shock at learning of the closing of his favorite NYC Bagel eatery, H&H Bagels, in January of 2012. While the President was shocked by the closing of the world's most famous, and recognizable, bagel brand, what was truly shocking were the underlying facts and circumstances surrounding the closing. While most people knew H&H as the iconic, Upper West Side Bagel Shop where the lines rounded the block, where celebrities loved to frequent, and where one of the most popular Seinfeld television episodes was created, few people knew about the drama and decadence that existed behind the scenes of this NYC landmark. The Rise and Fall of H&H Bagels takes you on a journey that starts with the fulfillment of the American Dream and ends in contested, five year Bankruptcy. This is the outrageous, true, story of a man who defied the odds and became an American legend, and then defied logic and the law by dismantling his beloved Empire. The story of H&H Bagels is not only the story of the rise and fall of a thriving American business, it is a story of intrigue, economics, corruption, and resiliency, as told, with humor, from the perspective of the one man who lived through it all-its National Business Manager and right hand to the man at the top of the H&H Empire, Helmer Toro.

Originally published in 1989 this study examines some new facets in the development of the iron industry in the USA between 1839 and 1921 through the study of an individaul form, namely the Thoms Iron Company, one of the leading merchant furnace companies. It charts the end of the anthracite iron age and the changes which brought about the advent of open-hearth steel and integrated steel works. The book discusses the problems the managers of the firm faced with the appearance of industrial innovations which tended to undermine their firm's very existence and provided a new set of optimal conditions necessary for the survival of the firm. It provides a clear understanding of the destructive forces of industrial innovation and the place of creative entrepreneurship in the survival of the firm.

This monograph narrates the decade-long struggle of workers, unions, and management in transforming one of the largest ailing family-owned jute businesses in India, into a sustainable worker-owned and governed cooperative. It focuses on the variation in the three groups' involvement in the transformation. It begins with the employees' struggles in taking over the business, deserted by its owners, to save their jobs. The study analyzes the tensions between the three groups in creating and maintaining democratic governance that would sustain the initial leap in employee participation in the transformation. The analysis reveals contradictions at multiple levels, starting with the unexpected outcome of information sharing with workers: increased information sharing by management resulting in decreased employee involvement. The study explains this paradox by showing that for workers, information has a symbolic nature and information sharing is a signal of their trustworthiness in the assessment of those who are privy to the information. This means involvement is contingent upon the feeling that the information that workers consider crucial is being shared with them. However, what workers consider crucial, and thus a symbol of trust, changes over time as the nature and breadth of their involvement evolves. Thus, worker expectation as well as management and union expectation of information sharing evolves. However, the evolution has the potential to create a mismatch between the two expectations that might lead to contradictions in employee involvement. While for management, information sharing is an instrument in eliciting involvement, and thus management's expectation of information sharing goes through an instrumental loop, for employees, information sharing is a matter of trust, and thus their expectation of information sharing goes through an institutional trust-based loop. To sustain high employee involvement, the organization should ideally institutionalize the trust-based loop and avoid engaging with the instrumental loop. The author proposes a collaborative approach to organizational transformation that will help deal with the contradictions more effectively, sustaining employee involvement in the transformation. The author also discusses the implications of these propositions for academic scholarship and organizational practices and situates them in the ongoing attempts to reform Industrial Disputes Act in India.

As health care concerns grow in the U.S., medical anthropologist Linda M. Whiteford and social psychologist Larry G. Branch present their findings on a health care anomaly, from an unlikely source. Primary Health Care in Cuba examines the highly successful model of primary health care in Cuba following the 1959 Cuban Revolution. This model, developed during a time of dramatic social and political change, created a preventive care system to better provide equity access to health care. Cuba's recognition as a paragon of health care has earned praise from the World Health Organization, UNICEF, and the Pan American Health Organization. In this book, Whiteford and Branch explore the successes of Cuba's preventive primary health care system and its contribution to global health.

Changes in the dynamics of economic activities since the last decades of the 20th century have yielded major changes in the composition of industries and the division of labor and production across different regions of the world. Despite these shifts in the global economy, some industries have remained competitive even without relocating their operations overseas. Industries and Global Competition examines how and why the specificities of certain industries and firms determined their choice of location and competitiveness. This volume identifies the major drivers of this process and explains why some firms and industries moved to other parts of world while others did not. Relocation was not the sole determinant of the success or failure of firms and industries. Indeed some were able to reinvent themselves at their original location and build new competitive advantages. The path that each industry or firm took varied. This book argues that the specific characteristics of each industry defined the conditions of competitiveness and provide a wide range of cases as illustrations. Aimed at scholars, researchers and acadmeics in the fields of business history, international business and related disciplines Industries and Global Competition exmaines the unique questions; How and why did the specificities of certain industries and firms determine their choice of location and competitiveness?

The Making of Shareholder Welfare Society traces and accounts for the debates and discussions between law and economics scholars and mainstream legal scholars, management theorists, and economic sociologists. This is done in detail to demonstrate that the shareholder welfare society was built from the bottom up, beginning with theoretical propositions regarding alleged market efficiencies and leading all the way to the idea that a society characterized by economic freedom and efficiency maximization pave the way for uncompromised shareholder welfare, in turn being good for everyone. This book is of relevance for a variety of readers, including graduate students, management scholars, policy-makers, and management consultants, as well as those that are concerned about how the economic system of competitive capitalism is now in a position where it is riddled by doubts and concern, not the least as the levels of economic inequality is soaring. It addresses the topics with regard to corporate governance, accounting and society and will be of interest to researchers, academics, students, and members of the general public that are concerned about the economic system of competitive capitalism.

American Motors was the little company that made a big impact. Makers of the Rambler family car, Kenosha offered an antidote to the excess of Detroit's Big 3. But when America decided it wanted sporty, rather than econocars, AMC got groovy with the Javelin, AMX, Scrambler and Rebel Machine. American Motors was a proven performer in showrooms and on the track, with success in drag and road course racing. However, through it all came solid Rambler value, and a different approach from Detroit. An accent on consumer protection, along with brand label special editions. And when it came to blue sky thinking, AMC surpassed all with their Gremlin and Pacer small cars. Off road, Kenosha truly made Jeep 'The One & Only,' popularizing the brand and making it the sales success it is today. Beyond that, AMC created America's first crossover, the Eagle. It all proved that America's smallest ... was its biggest surprise!

This book, first published in 1989, is a valuable addition to the literature on the study of American business history. Most previous historians, however, have studied the management of business in a vacuum, separating the internal affairs of particular companies from the social and political environments in which corporations existed. From 1799 to 1842 the Manhattan Company had three distinct divisions: a water works, a main bank in New York City, and bank branches in upstate New York. To successfully manage this complicated and decentralised business, the Manhattan Company's directors had to be particularly sensitive the social and political environments. This book traces the history of banking in New York, an examination of the nature and significance of the Company's charter, and a detailed analysis of the Company's three divisions.

When Wisconsin governor Scott Walker stood shoulder-to-shoulder with President Trump and Speaker of the House Paul Ryan at the White House in July 2017, they painted a glorious picture of his state's future. Foxconn, the enormous China-based electronics firm, was promising to bring TV manufacturing back to the United States with a $10 billion investment and 13,000 well-paying jobs. They actually were making America great again, they crowed. Two years later, the project was in shambles. Ten thousand construction workers were supposed to have been building what Trump had promised would be "the eighth wonder of the world." Instead, land had been seized, homes had been destroyed, and hundreds of millions of municipal dollars had been committed for just a few hundred jobs-nowhere near enough for Foxconn to earn the incentives Walker had shoveled at them. In Foxconned, journalist Lawrence Tabak details the full story of this utter collapse, which was disturbingly inevitable. As Tabak shows, everything about Foxconn was a disaster. But worse, he reveals how the economic incentive infrastructure across the country is broken, leading to waste, cronyism, and the steady transfer of tax revenue to corporations. Tabak details every kind of financial chicanery, from eminent-domain abuse to good old-fashioned looting-all to benefit a coterie of consultants, politicians, and contractors. With compassion and care, he also reports the distressing stories of the many individuals whose lives were upended by Foxconn. Powerful and resonant, Foxconned is both the definitive autopsy of the Foxconn fiasco and a dire warning to communities and states nationwide.

An in-depth and nuanced look at the complex relationship between two dynamic fields of study.

While today we are experiencing a revival of world art and the so-called global turn of art history, encounters between art historians and anthropologists remain rare. Even after a century and a half of interactions between these epistemologies, a skeptical distance prevails with respect to the disciplinary other. This volume is a timely exploration of the roots of this complex dialogue, as it emerged worldwide in the colonial and early postcolonial periods, between 1870 and 1970.

Exploring case studies from Australia, Austria, Brazil, France, Germany, and the United States, this volume addresses connections and rejections between art historians and anthropologists—often in the contested arena of “primitive art.” It examines the roles of a range of figures, including the art historian–anthropologist Aby Warburg, the modernist artist Tarsila do Amaral, the curator-impresario Leo Frobenius, and museum directors such as Alfred Barr and René d’Harnoncourt. Entering the current debates on decolonizing the past, this collection of essays prompts reflection on future relations between these two fields.