Mira Wilkins, the foremost authority on foreign investment in the United States, continues her magisterial history in a work covering the critical years 1914-1945.

Wilkins includes all long-term inward foreign investments, both portfolio (by individuals and institutions) and direct (by multinationals), across such enterprises as chemicals and pharmaceuticals, textiles, insurance, banks and mortgage providers, other service sector companies, and mining and oil industries. She traces the complex course of inward investments, presents the experiences of the investors, and examines the...

In a pioneering work, Jeffrey Fear overturns the dominant understanding of German management as "backward" relative to the U.S. and uncovers an autonomous and sophisticated German managerial tradition. Beginning with founder August Thyssen--the Andrew Carnegie of Germany--Fear traces the evolution of management inside the Thyssen-Konzern and the Vereinigte Stahlwerke (United Steel Works) between 1871 and 1934.

Fear focuses on the organization and internal dynamics of the company. He demonstrates that initiatives often flowed from middle managers, rather than from the top down....

Fedor Chizhov built the first railroad owned entirely by Russian stockholders, created Moscow's first bank and mutual credit society, and launched the first profitable steamship line based in Archangel. In this valuable book, Thomas Owen vividly illuminates the life and world of this seminal figure in early Russian capitalism.

Chizhov condemned European capitalism as detrimental to the ideal of community and the well-being of workers and peasants. In his strategy of economic nationalism, Chizhov sought to motivate merchants to undertake new forms of corporate enterprise without...

In this magisterial study, Michael Smith explains how France left behind small-scale merchant capitalism for the large corporate enterprises that would eventually dominate its domestic economy and project French influence throughout the world.

Arguing against the long-standing view that French economic and business development was crippled by missed opportunities and entrepreneurial failures, Smith presents a story of considerable achievement. French companies made major contributions to the Second Industrial Revolution of 1880-1930, especially in ferrous and non-ferrous metallurgy,...

In the growing and dynamic economy of nineteenth-century America, businesses sold vast quantities of goods to one another, mostly on credit. This book explains how business people solved the problem of whom to trust--how they determined who was deserving of credit, and for how much. In the process, a business system based largely on information circulating through personal networks became dependent on more formalized methods and institutions. First to appear in the 1830s was the credit reporting agency, whose pioneers included the abolitionist Lewis Tappan, and businessmen John Bradstreet...

Redefining the way we view business success, Pamela Laird demolishes the popular American self-made story as she exposes the social dynamics that navigate some people toward opportunity and steer others away. Who gets invited into the networks of business opportunity? What does an unacceptable candidate lack? The answer is social capital--all those social assets that attract respect, generate confidence, evoke affection, and invite loyalty.

In retelling success stories from Benjamin Franklin to Andrew Carnegie to Bill Gates, Laird goes beyond personality, upbringing, and social...

This is the first major study in Chinese business history based largely on business's own records. It focuses on the battle for the cigarette market in early twentieth-century China between the British-American Tobacco Company, based in New York and London, and its leading Chinese rival, Nanyang Brothers Tobacco Company, whose headquarters were in Hong Kong and Shanghai.

From its founding in 1902, the British-American Tobacco Company maintained a lucrative monopoly of the market until 1915, when Nanyang entered China and extended tis operations into the country's major markets...

During the 1920s, the "black decade" of British steel, nearly everyone agreed that the industry's revival depended on replacing obsolete equipment and instituting modern technologies that would increase production and decrease costs. Despite consensus, these goals were not reached and, even after wartime and postwar reconstruction needs were met, the industry continued its steady decline. Steven Tolliday advances three hypotheses for this stagnation.

First, the problems of British steel, Tolliday suggests, were embedded in the structures of individual firms and of the industry as a...