Richard Cantillon (1680-1734), an Irish economist, has claims to be regarded as one of the most outstanding analytical economists of the eighteenth century. F. A. Hayek wrote that Cantillon was the first to fully articulate economics as a science. In the Essay, Cantillon outlined an extraordinary model-building approach showing how the economy could be built up, through progressive stages, from a command, barter, closed economy to a market economy, which uses money and is open. He produced some outstanding monetary theory including what Mark Blaug called the Cantillon effect when demonstrating the effects of monetary expansion on inflation, output, and the balance of payments. He also highlighted the difficulties created by excessive financial innovation for a real economy and outlined the dangers of foreign borrowing by a country. Though written in the eighteenth century, the Essay has a considerable resonance for a twenty-first-century audience.

This book looks for the first time at the relationships among these elements: innovation, intrapreneurship, and corporate culture; and indicates how these three elements can be integrated to achieve the maximum advantage in global market competition. Oden makes clear that corporations must have not only a culture that supports innovation and intrapreneurship, but an organization and work force that can adapt quickly to exigencies. Also required is a well-structured venturing process. He describes this process in the second part of the book, breaking it down into three phases: concept development, technical development, and business development. 

Written in non-technical terms, this book explains how the dynamics of big business have influenced national and international economies. A path-breaking study, it provides the first systematic treatment of big business in advanced, emerging, and centrally-planned economies from the late nineteenth century, when big businesses first appeared in American and West European manufacturing, to the present. Large industrial enterprises play a vital role in developing new technologies and commercializing new products in all of the major countries. How such firms emerged and evolved in different economic, political, and social settings constitutes a significant part of twentieth-century world history. This historical review of big business is particularly valuable today, when the viability of large enterprises is being challenged by small firms, networks, and alliances. These essays, written by internationally-known historians and economists, help one understand the essential role and functions of big business

Doyle and Bridgewater illustrate the key themes using case materials and the entirely new work it contains on the linkage between innovation and shareholder value. This gives the student and professional a new decision making perspective. The key themes that structure the book are: Marketing and innovation - the model, innovation and strategy, marketing strategies and shareholder value, best practice in innovation management, effectiveness in innovation.

By integrating institutionalist approaches to organizations with the capabilities theory of the firm, Richard Whitley suggests how we can understand this combination of diversity and integration by developing the comparative business systems framework in three major ways. First, by identifying the particular circumstances in which distinctive business systems and innovation systems become nationally established and reproduced, as well as how changing endogenous and exogenous pressures have affected the major kinds of business systems that developed in many OECD states during the postwar period. Second, by showing how variations in authority sharing with employees and business partners and in the provision of organizational careers lead institutional regimes to affect the nature of organizational capabilities that dominant firms develop and enable them to deal with different kinds of risks and opportunities in particular technologies and markets. Third, by identifying the circumstances in which multinational firms are likely to develop distinctive transnational organizational capabilities through such authority sharing and careers, and so become different kinds of companies from their more domestically focused competitors. In many, if not most, cases of cross national managerial coordination, these conditions rarely exist, and so the extent to which multinational firms do indeed constitute distinct organizational forms and strategic actors is much less than is sometimes claimed.