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Mr. Kaiser goes to Washington: the rise of a government entrepreneur
In: The Luther Hartwell Hodges series on business, society, and the state
In this book, Stephen Adams offers Kaiser's story as the first detailed case study of "government entrepreneurship." The quintessential government entrepreneur, Kaiser built an empire in construction, shipbuilding, cement, magnesium, steel, and aluminum - all based on government contracts, government loans, and changes in government regulations. Exploring the symbiotic relationship forged between Roosevelt and Kaiser, Adams shows that while Kaiser capitalized on opportunities provided by the growth of the federal government, FDR found in Kaiser an industrial partner whose enterprises embodied his own political goals
"Making the Peaks Higher": Foundations of Stanford University's Growth, 1910–1960
In: Enterprise & society: the international journal of business history, S. 1-31
ISSN: 1467-2235
This article breaks new ground in its portrayal of the process through which a private research university obtained foundation funding. Stanford University's growth spurts after World War I and World War II were significantly enabled by financial support from the foundations of Carnegie, Rockefeller, and Ford. The process leading to Stanford's receiving major grants primarily involved interactions among a small group of individuals and reflected the confidence of foundation presidents and other top administrators in the capacity of the university's presidents and other leaders. The significance of such high-level interaction persisted even while major foundations professionalized, shifting responsibilities from trustees to staff. In the rendezvous between Stanford University and philanthropic foundations, these relationships mattered so much that at crucial junctures, funding to the university preceded expertise in the relevant field of study.
Elizabeth Popp Berman. Creating the Market University: How Academic Science Became an Economic Engine. Princeton, NJ: Princeton University Press, 2012. 280 pp. ISBN 9780691147086, $35.00 (cloth)
In: Enterprise & society: the international journal of business history, Band 15, Heft 1, S. 174-176
ISSN: 1467-2235
Growing where you are planted: Exogenous firms and the seeding of Silicon Valley
In: Research Policy, Band 40, Heft 3, S. 368-379
Regionalism in Stanford's Contribution to the Rise of Silicon Valley
In: Enterprise & society: the international journal of business history, Band 4, Heft 3, S. 521-543
ISSN: 1467-2235
In this article I explore the powerful sense of regional solidarity that accompanied the rise of Silicon Valley. From the early years of Stanford University, the university's leaders saw its mission as service to the West and shaped the school accordingly. At the same time, the perceived exploitation of the West at the hands of eastern interests fueled booster-like attempts to build self-sufficient indigenous local industry. Thus, regionalism helped align Stanford's interests with those of the area's high-tech firms for the first fifty years of Silicon Valley's development. The distinctive regional ethos of the West during the first half of the twentieth century is an ingredient of Silicon Valley's already prepared environment, an ingredient that would-be replicators ignore at their peril.
Shared entrepreneurship: a path to engaged employee ownership
Today's views of leadership and management have significantly expanded to incorporate a variety of elements such as rewards, visions, and worker participation. However, most perspectives still view leadership as something that is assigned to a designated person who then exercises influence downward toward subordinate followers. In many ways the persistent top-down command and control theme that supports established leadership thought and practice prevents organizations from fully tapping into their human resources, in turn limiting their flexibility to meet the challenges of increasingly dynamic, complex, and competitive environments. "Shared Entrepreneurship" replaces the top-down approaches of the past with a new framework that draws strengths and innovation from collaboration and sharing. This book is divided into two main sections. The first section consists of six chapters which provide an in-depth overview and discussion of shared entrepreneurship. The second section consists of eight original case studies commissioned by the authors, featuring such companies as Herman Miller, Inc., SRC Holdings, and W.L. Gore & Associates
Global Knowledge Transfer and Telecommunications: The Bell System in Japan, 1945–1952
In: Enterprise & society: the international journal of business history, Band 9, Heft 1, S. 96-124
ISSN: 1467-2235
This study evaluates the Bell System's role in the revival of Japanese telecommunications during the post-World War II occupation. Civilian and military personnel who had worked for the firm and who served in the Civil Communications Service (CCS) of the Supreme Command Allied Powers represented the primary agents for knowledge transfer to Japan's Ministry of Communications (MOC) and its supporting independent equipment manufacturers. The MOC became a channel for communicating ideas about management practices at the Bell System to the local telecommunications industry. The CCS's actions in Japan represent what Alfred D. Chandler has termed the "integrated learning base" in action in the public sector. The CCS's role in knowledge transfer has been underestimated by many scholars who have focused primarily on its contributions to promoting production and quality engineering in telecommunications manufacturing. Its central achievement was laying the managerial groundwork for the establishment in 1952 of the governmental enterprise Nippon Telegraph and Telephone.
A moving target: The geographic evolution of Silicon Valley, 1953–1990
In: Business history, Band 60, Heft 6, S. 859-883
ISSN: 1743-7938
Manufacturing the Future: A History of Western Electric
In: Labour history: a journal of labour and social history, Heft 78, S. 221
ISSN: 1839-3039
Sustainable Performance with Values‐Based Shared Leadership: A Case Study of a Virtuous Organization
In: Canadian journal of administrative sciences: Revue canadienne des sciences de l'administration, Band 28, Heft 3, S. 284-296
ISSN: 1936-4490
AbstractThis article presents a qualitative case study of Herman Miller Inc., a "Virtuous Organization" and leading innovator and manufacturer in the business furniture industry. It adds to the literature by examining the role shared leadership can play in fostering sustainable performance in one organization that has a track record of virtuous organizational behaviour and long‐term success. Herman Miller has survived and thrived in the face of multiple setbacks. Our findings suggest two primary values potentially moderate the relationship between shared leadership and sustainable performance: (a) an ongoing creative process, and (b) recognition of every organization member as a valuable resource. We propose a conceptual model and offer preliminary qualitative evidence supporting key components and relationships implied by the model. Copyright © 2010 ASAC. Published by John Wiley & Sons, Ltd.