A lively history of one of America's oldest publishing houses, published in conjunction with Wiley's bicentennial

Founded in New York City when Thomas Jefferson was president, Wiley has been a significant player in the publishing industry for two centuries. Now, on the occasion of Wiley's bicentennial, a distinguished team of authors brings Wiley's rich history to life, showing how the company has reacted to trends within the publishing industry as well as to larger economic, social, and cultural forces. "Knowledge for Generations" sheds light on the long-term strengths and weaknesses of Wiley's business, illuminates the continuities and changes over time, and shows how family ownership has influenced the company's strategies, values, and corporate culture. Drawing on unrestricted access to company archives and interviews with key executives, the authors capture a story of sustained business success, intriguing personalities, and dramatic changes in the industry. Illustrated throughout with illuminating photographs and graphics, "Knowledge for Generations" is a must-read for anyone interested in the history of publishing.

Cotton's Renaissance is an analytical and interpretive history of the responses of US cotton growers to problems of supply and demand, and of the unique public-private organization they founded to help them grow, compete, and survive in an increasingly competitive marketplace. It is a story of how cotton growers learned, after more than a century and a half of trying to manage supply, that they could actually influence demand for their commodity. The impact of that company, Cotton Incorporated, on the markets for cotton was a remarkable achievement in organizational entrepreneurship. In its 'total marketing' effort to rebuild cotton's market share, it has fostered substantial scientific, technological, and managerial improvements in the quality and performance of cotton. In doing so, it has enhanced the efficiency of not only the farmers who grow cotton, but also those who transform it into consumer goods.

Over the past century, Alcoa has developed from a small entrepreneurial venture to a giant corporation; from a one-dimensional, owner-managed firm to a complex managerial bureaucracy; from a domestic company to a multinational enterprise. In the process, Alcoa survived a difficult transition from its long-held position as a monopolist (of aluminum production) to its current status as a firm operating in highly competitive international markets. This book presents Alcoa's history, from its beginnings as a speculative venture seeking to exploit an untested technology, through its rise to become the most successful monopoly in American history. By World War II, no other American corporation had developed its industry's markets more dramatically and then dominated them more completely. The book analyzes the undoing of Alcoa's monopoly by war and antitrust, as well as how Alcoa adapted to evolving forms of competition.

Cotton's Renaissance is the story of one of the more remarkable feats in the annals of enterprise. At its center, the book shows how U.S. cotton growers lost half their market share in the 1960s and 1970s and then won it back through highly innovative marketing and organization. To place this unprecedented achievement in perspective, the authors analyze and interpret the responses of cotton growers over two hundred years to the timeless problems of nature, technology, markets, and politics. The upshot is a dramatic history of how growers learned--after more than a century and a half of trying to manage supply--how to drive and shape demand for their commodity. This key change in perspective and behavior was accomplished by the creation of a unique public-private company that helped thousands of growers to cultivate demand and to survive in an increasingly competitive global marketplace. The impact of Cotton Incorporated on the markets for cotton was nothing less than an entrepreneurial coup in strategy and organization. In its "total marketing" effort to rebuild cotton's market share, it fostered substantial scientific, technological, and managerial improvements in the quality and performance of cotton. In doing so, it has enhanced the efficiency not only of the farmers who grow cotton but also of the intermediaries who transform it into consumer goods. This account of the cotton industry's revival, which took place at every level of production and distribution, holds many important lessons for anyone interested in history, economics, marketing, or public policy.

When Charles Martin Hall patented the process for refining the metal in 1886, it was far from self-evident that the new technology would be a business success. Problems involving the technology had to be solved. Capital and a labour force were needed. The most pressing entrepreneurial dilemma was the need to develop markets for what was then a novelty product. George David Smith examines how Alcoa met these problems, with special attention to innovation, from Alcoa's beginnings through its development into one of the most successful monopolies in American history. By World War II, no other American corporation had developed its industry's markets more dramatically and then dominated them more completely. The book then analyzes the undoing of Alcoa's monopoly by war and antitrust, and examines how the firm adapted to evolving forms of oliogopolistic and global competition.

A widespread misunderstanding concerning leveraged buyouts (LBOs) is the belief that they accomplish little but the ruin of companies and the loss of employment. How else could it be? Until recently, journalists, including much of the business press, have depicted LBO specialists as generally greedy, if not sinister, forces whose activities compound the dislocations of modern American economic and social life. This kind of criticism reached a crescendo in the press and in Congress at the end of the 1980s, and Kohlberg Kravis Roberts found itself in the middle of the controversy. Based on interviews with partners of the firm and on unprecedented access to KKR's records, George P. Baker and George David Smith have written a definitive account of how KKR has approached LBOs in a book that will appeal to the specialist and general reader alike. The authors focus on KKR's founding, evolution, and innovations as ways to understand issues in modern American business. In examining KKR as a unique form of enterprise--one that subscribes to a set of alternative perspectives on business and value creation--the book bridges the gap between public perception and academic knowledge of how financial innovation impacts economic life. The firm's approach to leveraged buyouts was an important aspect of the corporate restructuring and governance reforms in the American economy from the mid-1970s through 1990 (the years of what some have called the "leveraged buyout movement"). KKR and other companies fundamentally altered the prevailing perception of the role of debt in the modern American corporation and established an alternative model for organizing and managing corporate enterprises. KKR financed the companies it acquired with high levels of debt, while linking their ownership to management. It then imposed rigorous monitoring by the board of directors over the companies in its portfolio. This combination of factors forced managers to concentrate not on growth but rather on how to achieve value through whatever means was most appropriate to the company's circumstances. The purpose of the leveraged buyout was to realize, or "create," value in companies by reforming their management systems. KKR's approach to restructuring the relationship between owners and managers in a highly leveraged firm rested on a basic principle: Make managers owners by making them invest a significant share of their personal wealth in the enterprises they manage, and they will have stronger incentives to act in the best interests of all shareholders.