The dean of business historians continues his masterful chronicle of the transforming revolutions of the twentieth century begun in "Inventing the Electronic Century."

Alfred Chandler argues that only with consistent attention to research and development and an emphasis on long-term corporate strategies could firms remain successful over time. He details these processes for nearly every major chemical and pharmaceutical firm, demonstrating why some companies forged ahead while others failed.

By the end of World War II, the chemical and pharmaceutical industries were transformed by the commercializing of new learning, the petrochemical and the antibiotic revolutions. But by the 1970s, chemical science was no longer providing the new learning necessary to commercialize more products, although new directions flourished in the pharmaceutical industries. In the 1980s, major drug companies, including Eli Lilly, Merck, and Schering Plough, commercialized the first biotechnology products, and as the twenty-first century began, the infrastructure of this biotechnology revolution was comparable to that of the second industrial revolution just before World War I and the information revolution of the 1960s. "Shaping the Industrial Century" is a major contribution to our understanding of the most dynamic industries of the modern era.

Every year the average number of prescriptions purchased by Americans increases, as do healthcare expenditures, which are projected to reach one-fifth of the U.S. gross domestic product by 2020. In "Drugs for Life," Joseph Dumit considers how our burgeoning consumption of medicine and cost of healthcare not only came to be, but also came to be taken for granted. For several years, Dumit attended pharmaceutical industry conferences; spoke with marketers, researchers, doctors, and patients; and surveyed the industry's literature regarding strategies to expand markets for prescription drugs. He concluded that underlying the continual growth in medications, disease categories, costs, and insecurity is a relatively new perception of ourselves as inherently ill and in need of chronic treatment. This perception is based on clinical trials that we have largely outsourced to pharmaceutical companies. Those companies in turn see clinical trials as investments and measure the value of those investments by the size of the market and profits that they will create. They only ask questions for which the answer is more medicine. "Drugs for Life" challenges our understanding of health, risks, facts, and clinical trials, the very concepts used by pharmaceutical companies to grow markets to the point where almost no one can imagine a life without prescription drugs.

The dean of business historians continues his masterful chronicle of the transforming revolutions of the twentieth century begun in "Inventing the Electronic Century,"

Alfred Chandler argues that only with consistent attention to research and development and an emphasis on long-term corporate strategies could firms remain successful over time. He details these processes for nearly every major chemical and pharmaceutical firm, demonstrating why some companies forged ahead while others failed.

By the end of World War II, the chemical and pharmaceutical industries were transformed by the commercializing of new learning, the petrochemical and the antibiotic revolutions. But by the 1970s, chemical science was no longer providing the new learning necessary to commercialize more products, although new directions flourished in the pharmaceutical industries. In the 1980s, major drug companies, including Eli Lilly, Merck, and Schering Plough, commercialized the first biotechnology products, and as the twenty-first century began, the infrastructure of this biotechnology revolution was comparable to that of the second industrial revolution just before World War I and the information revolution of the 1960s. "Shaping the Industrial Century" is a major contribution to our understanding of the most dynamic industries of the modern era.

I am encouraged to see healthcare leaders looking beyond the ways they have always done things in the past to implement innovative solutions to curb the industry's skyrocketing costs, poor quality, nursing shortages and employee dissatisfaction; all symptoms of deeper problems inherent in the system itself. Today's forward looking healthcare providers have realized the financial and moral imperatives for improving quality and safety and eliminating waste as strategies for responding to their pressing challenges. Lean Healthcare (adapted from the Toyota Production System) is not just for manufacturing or another short-term fix; it's a way to transform an entire organization into a safe and high-quality, high-performing healthcare delivery system. If implemented properly, it can be the "how to" for managing change and creating continuous improvement.

Coalitions and Compliance examines how international changes can reconfigure domestic politics. Since the late 1980s, developing countries have been subject to intense pressures regarding intellectual property rights. These pressures have been exceptionally controversial in the area of pharmaceuticals. Historically, fearing the economic and social costs of providing private property rights over knowledge, developing countries did not allow drugs to be patented. Now they must do so, an obligation with significant implications for industrial development and public health. This book analyses different forms of compliance with this new imperative in Latin America, comparing the politics of pharmaceutical patenting in Argentina, Brazil, and Mexico. Coalitions and Compliance focuses on two periods of patent politics: initial conflicts over how to introduce drug patents, and then subsequent conflicts over how these new patent systems function. In contrast to explanations of national policy choice based on external pressures, domestic institutions, or Presidents' ideological orientations, this book attributes cross-national and longitudinal variation to the ways that changing social structures constrain or enable political leaders' strategies to construct and sustain supportive coalitions. The analysis begins with assessment of the relative resources and capabilities of the transnational and national pharmaceutical sectors, and these rival actors' efforts to attract allies. Emphasis is placed on two ways that social structures are transformed so as to affect coalition-building possibilities: how exporters fearing the loss of preferential market access may be converted into allies of transnational drug firms, and differential patterns of adjustment among state and societal actors that are inspired by the introduction of new policies. It is within the changing structural conditions produced by these two processes that political leaders build coalitions in support of different forms of compliance.