Cover: The Visible Hand: The Managerial Revolution in American Business, from Harvard University PressCover: The Visible Hand in PAPERBACK

The Visible Hand

The Managerial Revolution in American Business

Add to Cart

Product Details


$37.00 • £29.95 • €33.50

ISBN 9780674940529

Publication Date: 01/01/1993


624 pages

6-3/8 x 9-1/4 inches

11 tables, 13 line illustrations, 2 maps

Belknap Press


  • Introduction: The Visible Hand
    • Modern Business Enterprise Defined
    • Some General Propositions
  • I. The Traditional Processses of Production and Distribution
    • 1. The Traditional Enterprise in Commerce
      • Institutional Specialization and Market Coordination
      • The General Merchant of the Colonial World
      • Specialization in Commerce
      • Specialization in Finance and Transportation
      • Managing the Specialized Enterprise in Commerce
      • Managing the Specialized Enterprise in Finance and Transportation
      • Technological Limits to Institutional Change in Commerce
    • 2. The Traditional Enterprise in Production
      • Technological Limits to Institutional Change in Production
      • The Expansion of Prefactory Production, 1790–1840
      • Managing Traditional Production
      • The Plantation—an Ancient Form of Large-Scale Production
      • The Integrated Textile Mill—a New Form of Large-Scale Production
      • The Springfield Armory—Another Prototype of the Modern Factory
      • Lifting Technological Constraints
  • II. The Revolution in Transportation and Communication
    • 3. The Railroads: The First Modern Business Enterprises, 1850s–1860s
      • Innovation in Technology and Organization
      • The Impact of the Railroads on Construction and Finance
      • Structural Innovation
      • Accounting and Statistical Innovation
      • Organizational Innovation Evaluated
    • 4. Railroad Cooperation and Competition, 1870s–1880s
      • New Patterns of Interfirm Relationships
      • Cooperation to Expand Through Traffic
      • Cooperation to Control Competition
      • The Great Cartels
      • The Managerial Role
    • 5. System-Building, 1880s–1900s
      • Top Management Decision Making
      • Building the First Systems
      • System-Building in the 1880s
      • Reorganization and Rationalization in the 1880s
      • Structures for the New Systems
      • The Bureaucratization of Railroad Administration
    • 6. Completing the Infrastructure
      • Other Transportation and Communication Enterprises
      • Transportation: Steamship Lines and Urban Traction Systems Communication: The Postal Service, Telegraph, and Telephone
      • The Organizational Response
  • III. The Revolution in Distribution and Production
    • 7. Mass Distribution
      • The Basic Transformation
      • The Modern Commodity Dealer
      • The Wholesale Jobber
      • The Mass Retailer
      • The Department Store
      • The Mail-Order House
      • The Chain Store
      • The Economies of Speed
    • 8. Mass Production
      • The Basic Transformation
      • Expansion of the Factory System
      • The Mechanical Industries
      • The Refining and Distilling Industries
      • The Metal-Making Industries
      • The Metal-Working Industries
      • The Beginnings of Scientific Management
      • The Economies of Speed
  • IV. The Integration of Mass Production with Mass Distribution
    • 9. The Coming of the Modern Industrial Corporation
      • Reasons for Integration
      • Integration by Users of Continuous-Process Technology
      • Integration by Processors of Perishable Products
      • Intergration by Machinery Makers Requiring Specialized Marketing Services
      • The Followers
    • 10. Integration by the Way of Merger
      • Combination and Consolidation
      • The Mergers of the 1880s
      • Mergers, 1890–1903
      • The Success and Failure of Mergers
    • 11. Integration Completed
      • An Overview: 1900–1917
      • Growth by Vertical Integration—a Description
        • Food and Tobacco
        • Oil and Rubber
        • Chemicals, Paper, and Glass
        • The Metal Fabricators
        • The Machinery Makers
        • Primary Metals
      • Growth by Vertical Integration—an Analysis
        • The Importance of the Market
        • Integration and Concentration
        • The Rise of Multinational Enterprise
        • Integration and the Structure of the American Economy
        • Determinants of Size and Concentration
  • V. The Management and Growth of Modern Industrial Enterprise
    • 12. Middle Management: Function and Structure
      • The Entrepreneurial Enterprise
      • American Tobacco: Managing Mass Production and Distribution of Packaged Products
      • Armour: Managing the Production and Distribution of Perishable Products
      • Singer and McCormick: Making and Marketing Machinery
      • The Beginnings of Middle Management in American Industry
    • 13. Top Management: Function and Structure
      • The Managerial Enterprise
      • Standard Oil Trust
      • General Electric Company
      • United States Rubber Company
      • E.I. Du Pont de Nemours Powder Company
      • The Growing Supremacy of Managerial Enterprise
    • 14. The Maturing of Modern Business Enterprise
      • Perfecting the Structure
      • The Professionalization of Management
      • Growth of Modern Business Enterprise Between the Wars
      • Modern Business Enterprise Since 1941
      • The Dominance of Modern Business Enterprise
  • Conclusion: The Managerial Revolution in American Business
    • General Patterns of Institutional Growth
    • The Ascendancy of the Manager
    • The United States: Seed-Bed of Managerial Capitalism
  • Appendixes
  • Notes
  • Index

Recent News

Black lives matter. Black voices matter. A statement from HUP »

From Our Blog

(logo) SpeakOUT: 50th Anniversary

Speaking with SpeakOut Boston

We continue our celebration of Pride Month by talking with some of the speakers who volunteer with SpeakOUT Boston. They share their stories with a variety of audiences to foster a better understanding of the LGBTQ+ community, so we thought we’d ask them some questions of our own.