This book examines the changing reciprocal relationships between corporations and their various social obligations over the very long term - from the seventeenth to the twentieth century. Chapters from emerging and established business historians assess the full range of social obligations that corporations held historically. By adopting an innovative methodological approach that is long-term and comparative, this book offers a challenge to the literature on corporate history and will be of interest to researchers and academics in the field of finance and business history.

This book offers a new account of the connections between seventeenth century English history and the history of the rest of the world. Eschewing nationalist narratives, it demonstrates how greater engagement with the world beyond Europe shaped signature aspects of the English experience. Early modern trading corporations are the central actors in the story. Global Trade and the Shaping of English Freedom offers a profoundly altered reading of the practices of these entities. The companies were not monolithic entities pursuing narrow nationalist interests overseas. Nor were they inefficient monopolies doomed to commercial failure. In the seventeenth century, as this book shows, they were driven and transformed by the immediate and local interests of Company agents and their foreign networks. Because the trading companies were the most important bridge between international contexts and English legal and political debates, they connect non-European power and preference to those debates. These unappreciated actors within the corporate sphere play leading roles in this book as the shapers of English debate about the meaning of English freedom and the futures of the trades they participated in overseas. The book offers a new perspective on the foreign actors who shaped English commercial and legal ideas and practices in the seventeenth century, as well as the Ottoman, Bantenese, Huedan, Siamese, and Mughal contributions to the ideological, institutional, and procedural underpinnings that would develop, slowly but surely, into the British Empire.

This book employs a wide range of perspectives to demonstrate how the East India Company facilitated cross-cultural interactions between the English and various groups in South Asia between 1600 to 1857 and how these interactions transformed important features of both British and South Asian history. Rather than viewing the Company as an organization projecting its authority from London to India, the volume shows how the Company's history and its broader historical significance can best be understood by appreciating the myriad ways in which these interactions shaped the Company's story and altered the course of history. Bringing together the latest research and several case studies, the work includes examinations of the formulation of economic theory, the development of corporate strategy, the mechanics of state finance, the mapping of maritime jurisdiction, the government and practice of religions, domesticity, travel, diplomacy, state formation, art, gift-giving, incarceration, and rebellion. Together, the essays will advance the understanding of the peculiarly corporate features of cross-cultural engagement during a crucial early phase of globalization. Insightful and lucid, this volume will be useful to scholars and researchers of modern history, South Asian studies, economic history, and political studies.

This extremely successful book, already in use on courses in hardback, is now being made available in paperback. Based on a major in-depth study of four UK industry sectors, the book provides an authoritative and searching analysis of how UK companies manage strategic change and how it affects their competitive performance.

The authors focus on the key question of why firms operating in the same industry produce varying performances over time. As a result they have been able to pinpoint the differences in the way that change is managed from business to business and identify the common problems across industry sectors.
"Managing Change for Competitive Success": Explores both high and low performance at company levelStresses that managing change is a long-term process requiring continual adjustment to uncertainty and complexityUses numerous practical case studies in explaining performance differencesCombining theory with real practice "Managing Change for Competitive Success" is an essential resource for all students of Strategic Management.

This scarce antiquarian book is included in our special Legacy Reprint Series. In the interest of creating a more extensive selection of rare historical book reprints, we have chosen to reproduce this title even though it may possibly have occasional imperfections such as missing and blurred pages, missing text, poor pictures, markings, dark backgrounds and other reproduction issues beyond our control. Because this work is culturally important, we have made it available as a part of our commitment to protecting, preserving and promoting the world's literature.

This scarce antiquarian book is included in our special Legacy Reprint Series. In the interest of creating a more extensive selection of rare historical book reprints, we have chosen to reproduce this title even though it may possibly have occasional imperfections such as missing and blurred pages, missing text, poor pictures, markings, dark backgrounds and other reproduction issues beyond our control. Because this work is culturally important, we have made it available as a part of our commitment to protecting, preserving and promoting the world's literature.

This scarce antiquarian book is included in our special Legacy Reprint Series. In the interest of creating a more extensive selection of rare historical book reprints, we have chosen to reproduce this title even though it may possibly have occasional imperfections such as missing and blurred pages, missing text, poor pictures, markings, dark backgrounds and other reproduction issues beyond our control. Because this work is culturally important, we have made it available as a part of our commitment to protecting, preserving and promoting the world's literature.

In the years following the Glorious Revolution, independent slave traders challenged the charter of the Royal African Company by asserting their natural rights as Britons to trade freely in enslaved Africans. In this comprehensive history of the rise and fall of the RAC, William A. Pettigrew grounds the transatlantic slave trade in politics, not economic forces, analyzing the ideological arguments of the RAC and its opponents in Parliament and in public debate. Ultimately, Pettigrew powerfully reasons that freedom became the rallying cry for those who wished to participate in the slave trade and therefore bolstered the expansion of the largest intercontinental forced migration in history. Unlike previous histories of the RAC, Pettigrew's study pursues the Company's story beyond the trade's complete deregulation in 1712 to its demise in 1752. Opening the trade led to its escalation, which provided a reliable supply of enslaved Africans to the mainland American colonies, thus playing a critical part in entrenching African slavery as the colonies' preferred solution to the American problem of labor supply.