In his efforts to secure passage of the Trade Expansion Act of 1962, John F. Kennedy had to placate not only oil and coal interests at home, but also traditional trade partners like Venezuela abroad, and he also had to foster the broad national security aim of retaining domestic oil reserves. This article argues that Kennedy was able to utilize a fair trade doctrine to gain enactment of legislation that would both lower trade barriers and assist domestic producers hurt by increased imports.

This article uses the R. G. Dun and Company credit ratings to analyze North Carolina black businessmen and their firms in the fifteen years following the Civil War. When combined with data in local histories and in the federal census, the credit ratings reveal how the postbellum black business community, especially the mulatto population, was significantly shaped by antebellum emancipation. Blacks who shared the advantage of prewar freedom employed their superior financial resources and business experience to dominate their local economies after the war. Further, both as individuals and collectively, blacks used their newly acquired political power to foster economic opportunities in ways hitherto unrecognized by both political and business history scholars.

The processes whereby technical know-how is translated into business decisions are not widely understood; neither is there much definitive information about the role the engineer historically has played in administration. The data upon which this paper is based suggests that management of modern enterprise has been increasingly dependent upon graduates of engineering schools. The facts and implications are of interest not only to historians, but to businessmen and educators.

During the Second World War leading belligerents such as Britain, the United States, and Germany, favored the use of fixed-price contracts for purchasing military aircraft. These contracts were believed to encourage economical and efficient production. Yet only Britain succeeded in developing contractual procedures based primarily upon the fixed price. This article examines the evolution of British contractual policy in the later 1930s, drawing upon both corporate and official records to explain why Britain succeeded where both America and Germany failed. Efforts to develop the fixed-price system in Britain were initially frustrated by the technological revolution which transformed aviation during the 1930s. Moreover, divided opinions within both the government and the aircraft industry helped prevent the emergence of a coherent contractual policy. By 1939, however, British aircraft manufacturers were unanimous in their support for fixed-price contracts.

John Coggan, the first merchant of Boston of whom there is any record, began business in 1634. He thus was presumably well established as a retailer by the time Robert Keayne entered the same type of business a year or two later. Unlike his fellow merchant, who was in 1639 fined heavily by the general court for charging too high a mark-up on certain imported goods, Coggan seems to have abided by Boston's principles of just price, which allowed the retailer to sell at 4 pence on the shilling above the cash cost in England.

The accompanying picture of a pawnbroker's shop and sign was taken in Boston in 1946. The sign of the three balls is a common sight in the poorer sections of many American cities, and its meaning is always the same: the balls signify that within the shop loans may be obtained on the pledge of personal property. This type of loan is centuries old: it existed in ancient Greece at the time of Pericles and in ancient Rome at the time of Augustus. Professional money-lenders, either Jews or Lombards, reappeared in the Middle Ages, and their activities elicited the opposition of the Church and the hatred of the populace. Attempts to get rid of the Jewish or Lombard pawnbrokers were repeatedly made, but the result was always the same: the need of consumers for credit accommodation was so great that the money-lenders were usually recalled after a short while.

What happens when a major modern enterprise is abruptly superimposed on a country where business patterns have been fixed for centuries? One of the most interesting reactions is that by entrepreneurs in the national population. Adaptation, imitation, and eagerness are characteristic responses, and these go remarkably far in solving the problems of carrying on a twentieth-century business in a fifteenth-century economy.