Marina Von Neumann Whitman - New World, New Rules: The Changing Role of the American Corporation
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New World, New Rules: The Changing Role of the American Corporation
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This is a chronicle of American corporations changing role, as well as a perceptive look at what these changes mean for business and public policy. It challenges companies and the government to consider practices and policies that will contribute to corporate viability and the health of society.
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New World, New Rules : The Changing Role of the American Corporation
author
:
Whitman, Marina von Neumann.
publisher
:
Harvard Business School Press
isbn10 | asin
:
0875848583
print isbn13
:
9780875848587
ebook isbn13
:
9780585116280
language
:
English
subject
Corporations--United States.
publication date
:
1999
lcc
:
HD2785.W46 1999eb
ddc
:
338.7/0973
subject
:
Corporations--United States.
Page iii
New World, New Rules
The Changing Role of the American Corporation
Marina v.N. Whitman
Harvard Business School Press Boston, Massachusetts
Page iv
Copyright 1999 President and Fellows of Harvard College
All rights reserved
Printed in the United States of America
03 02 01 00 99 5 4 3 2 1
Library of Congress Cataloging-in-Publication Data
Whitman, Marina von Neumann. New world, new rules : the changing role of the American corporation / Marina v.N. Whitman. p. cm. Includes bibliographical references and index. ISBN 0-87584-858-3 (alk. paper) 1. Corporations United States. I. Title. HD2785.W46 1999 338.7'0973 dc21 98-45835 CIP
The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984.
Page v
To RFW my lifelong partner, strongest supporter, and most discerning critic.
Page vii
Contents
1 Ringside at the Revolution
1
2 The Anatomy of Change: Slowdown, Volatility, and Sharpened Competition
17
3 Loosened Bonds: Companies and Their Employees
45
4 Who Is in Control? From Managerial to Investor Capitalism
73
5 The Corporation and Society
109
6 At Home Abroad and Abroad at Home
141
7 Implications for Policy: Challenges and Solutions
171
8 No Place to Hide
199
Notes
209
Bibliography
227
Index
245
Acknowledgments
259
About the Author
261
Page 1
Chapter One Ringside at the Revolution
The revolution that this book explores is the transformation of the large American corporation from the secure, paternalistic, and globally-dominant organization of the 1950s and 1960s to the lean, mean, and nimble global competitor of the 1990s. This transformation has massively altered corporations' relationships with their various constituencies or stakeholders, and several of these changed relationships have had a profound impact on American society and on public policy.
The economic forces that underlay this metamorphosis had been gathering strength for several years before I made a career shift from college professor to vice president of the General Motors Corporation in 1979. At that point, however, neither the company nor those most affected by its fortunes had yet recognized the full import of what was happening. My friends congratulated me, only half-joking, on joining "Generous Motors. " And that quip closely matched the company's image of itself: the nation's largest corporation, stable and secure, with a dominant market share, large profitsnearly $3 billion in 1979, despite economic slow-down, persistent inflation, gasoline shortages and steep price increases and a very traditional view of its role in American society.
About the time I retired from the company in 1992, GM's chairman became the first victim of what the press soon dubbed "the boardroom revolution." The company's U.S. market share had fallen from 45 to 34 percent and was continuing to slide. Its losses that year nearly matched its 1979 earnings. And downsizing, layoffs, and plant closings had moved front and center as the company embarked on the arduous task of regaining
Page 2
competitiveness and profitability. GM had become a symbol of the changes that had engulfed the large American corporation.
This book surveys the entire landscape of such changes, rather than the experience of a particular company. Its perspective reflects my double vantage-point as both an insider and an outside observer of the process. I have spent much of my professional life as an academic economist, and returned to that role after retiring from General Motors. The analysis and conclusions that follow are thus grounded in intensive research in both the scholarly economics literature and the business and popular press. But because I have also been deeply involved in the changes I am describing, as a member of the President's Council of Economic Advisers, as an executive of General Motors, and currently as an outside or independent director of five leading American corporations in five different industries, what follows also draws heavily on knowledge and opinions gleaned from personal experience.
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