This article analyzes the competitive strategies of Odense Steel Shipyard between 1918 and 2012 and challenges existing scholarship on competition in global industries. Until the 1980s, the yard adopted typical strategies in shipbuilding, starting with cost leadership and subsequently adopting global segmentation and differentiation strategies. From the mid-1980s, however, it successfully followed a unique national responsiveness strategy, which scholars including Dong Sung Cho and Michael E. Porter had ruled out in shipbuilding. The article shows how shipyard owners shaped strategies and influenced competitiveness.

Most of the academic work on the Mexican Revolution (1910–1920) has focused on sociopolitical and military affairs; few scholars have considered the economic aspects of the period. Even though business historians know now that the Revolution did not bring generalized chaos or total destruction of manufacturing, we still need more research on economic issues. This article analyzes the evolution of the businesses of the Braniff family, as well as their involvement in politics once the regime of Porfirio Díaz collapsed. It examines the Braniffs' political ideas, their strategies to gain power, and their support of the political faction favorable to their interests. The article exposes the tactics the family used to guarantee the safety of their businesses, the losses they suffered, and the new ventures they made after the Revolution.

Standing between expanding productive capacity on the one hand and growing consumer demand on the other, the marketing middleman in our economy has been forced into a succession of adaptive measures, significant among which has been department store retailing. A study of the general developmental pattern in down state Illinois reveals a “spawning era” and identifies three generic antecedents for the department store. Case studies of individual firms reveal the external underlying forces and the innovating policies which made the department store necessary and possible in this geographic area. Since by many criteria the small cities of Illinois were typical of those elsewhere, a study of retail developments there has more than regional implications.

In the 1920s, leaders of the lumber business tried to bring stability to their industry through vigorous trade association activity conducted with the encouragement of then Commerce Secretary Herbert Hoover. Despite the optimism of association spokespeople and publicists, the hoped for stability was not attained because the associations were incapable of relieving the intra- and inter- industry competition lumbermen confronted. Nevertheless, the efforts of those involved threw into sharp relief attitudes in business and government about the nature of the political economy of the “New Era.”

Although Singer was the first American manufacturing firm to produce and market extensively in Europe, the American Radiator Company is perhaps more typical of the United States firms that expanded abroad in the nineteenth century. Professor Wilkins documents the evolution of this multinational enterprise and offers her study as a test of recent theories on direct investment abroad.

Like most speculative extravaganzas, the Western cattle boom was compounded out of a bona fide opportunity, exaggeration, gullibility, inadequate communications, dishonesty, and incompetence. There were some solid residual benefits, representing, in effect, an involuntary gift by British investors to their American cousins.

Henry E. Huntington, according to the following article, placed his imprint on the development of his region, the Los Angeles basin, to an extent unique among urban entrepreneurs. His great wealth and foresight, and especially his interests in street railways, real estate development, and hydroelectric power, enabled him to become a de facto city planner for one of the most important metropolitan regions in the United States.

In the manner of the Creole tradesmen of Louisiana, whose lagniappe to their patrons is legendary, the Editor offers a similar bonus to readers of the Review. Instead of trifling presents added to a purchase, however, our lagniappe will be notes and documents illustrative of the evolution of business enterprise.

Estimates of costs and revenues for steamboating in the Louisville-New Orleans trade indicate that after the 1820's the steamboat transport market experienced the long–run equilibrium characteristic of purely competitive industries.

Teapot Dome has long stood in the public mind as a conspicuous symbol not only of political corruption but of degenerate business morality as well. An examination of the charges against Albert B. Fall, therefore, though necessarily concerned with political and personal rather than business data, touches the interest of students of business history, whose natural concern lies in identifying the factual basis for incidents which have become part of the folklore of American business.

From its beginning, accounting has been shaped by the needs of the business man and has in turn affected the handling of business problems. A clear illustration of this is the contrast between the system of accounts found in the ledgers of Florentine cloth manufacturers and the system of accounts found in the ledgers of Venetian merchants of the fifteenth and sixteenth centuries. Cloth manufacturers such as the younger branch of the Medici arranged their entries under a Wage account, a Wool account, a Cloth Sales account, and so on, because their main concern was to keep track of these materials or obligations. The Venetians, being mainly exporters and importers, were concerned chiefly with keeping track of wares shipped, wares received, and amounts owed by or to agents. Accordingly, the distinctive, key accounts in Venetian books are (a) the accounts opened for each kind or lot of merchandise received, and (b) the accounts debited when wares were shipped. The latter are best called shipment, or venture, accounts. For example, when a Venetian merchant bought Florentine cloth to ship it to Constantinople, he opened a Florentine Cloth account in which he entered as debits all the costs of the cloth including the cost of packing it for shipment.