Corporate self-greenewal: Strategic responses to environmentalism

The rise of environmentalism in the past decade has become a major transforming force in pollutive and hazard prone industries. Corporate environmental responsiveness is not simply a peripheral and one of the many ‘social’ or ‘ethical’ issues facing business. It is becoming a central concern for competitiveness, productivity, and profitability. It is creating strategic transformation of companies in a diverse range of industries such as, Autos, Chemicals, Oil, Fast Foods, Power Generation, Pharmaceuticals, etc. The process of environmentally directed self-renewal, called ‘greenewal’ here, affects all aspects of companies. It implies changes in products, production systems, waste management practices and internal systems. It seeks to make companies simultaneously more competitive and environmentally responsible. This paper describes the pressures of and responses to environmentalism in a selected set of industries. It examines the processes of greenewal that companies are undergoing. It identifies implications for strategic greening of firms.     

The Borneo company limited: origins of a nineteenth-century networked multinational

The origins of British-based trading companies are to be found in the international mercantile networks which linked together Britain's commercial centres with the rest of the world during the nineteenth century. One such network, drawing together participants with operations in Singapore and Sarawak, was formalized under the title of The Borneo Company Limited (BCL) between 1851 and 1856. To function effectively, these inter-personal networks of merchants required a high degree of trustworthiness among the participants in order to overcome principal/agent problems, since direct supervision from the headquarters in London was not feasible. However, in order to expand, it was necessary to widen the circle of network participants and to incorporate new types of competence. This contribution analyses the early history of BCL with a view to understanding the way in which the process of growth was managed, distinguishing between three different types of expansion: engaging in production as well as trade; extending the geographical scope of the organization; and diversifying into new markets.     

"The Biggest Small-Town Store in America": Independent Retailers and the Rise of Consumer Culture

The case study of Bresee's Department Store in Oneonta, NewYork, suggests that small-town department stores were not necessarilyfully "modern" by the early twentieth century. This articledemonstrates how modern, big-store, business methods came laterand documents how earlier modes of trade, such as credit andbartering, persisted into the early twentieth century, evenin non-rural, northern contexts. Preliminary findings suggestthat eliminating the urban bias in much historiography by includingsmall-town retailing practices may lead to a later periodizationof American consumer society.     

RURAL SOCIOLOGY AND ITS RELEVANCE TO THE AGRICULTURAL ECONOMIST: A REVIEW*

Following a discussion of the relationship between agricultural economics and rural sociology, the current status of the latter is discussed, including the differences between European and American approaches. The background to an emerging ‘sociology of agriculture’ is described and recent developments in the sociological analysis of some of its constituent components are considered. Particular attention is paid to the relationship between landholding and the social structure and to the development of ‘agribusiness’ as a vertically-integrated food-production complex. The impact of these on labour relations in agriculture and on the rural community are outlined. The article concludes with an assessment of future trends in rural sociology, concentrating on themes of rural development, the sociology of agriculture and the sociology of natural resources.     

The concept of strategic groups: Theoretical construct or analytical convenience

Despite the fact that a great deal of empirical research confirms the existence of strategic groups, not enough attention has been paid to their theoretical development. This paper links the theories of spatial competition and cognitive taxonomy to the very existence of strategic groups in a competitive environment. It is shown that the concept of strategic groups is not an analytical convenience but a theoretical construct.