The freedom (or its lack) of employees within large corporations has been the topic of considerable attention. Various discussions have invoked utilitarian appeals, social contract arguments, rights to meaningful jobs and analogies between corporations and state government. After briefly reviewing and rejecting these approaches, this paper contends that the legitimate exercise of corporate authority requires its accountability to a relevant group. It is then argued that the most relevant group are the employees over whom such power is exercised and that the form such accountability must take is that of recognizing the right of employees to participate in corporate decisions and actions. Recognition of this right to participation, it is contended, constitutes respect for the freedom of corporate employees.

“Greed,” says Gordon Gekko, “Greed is good.” At this point in the movie Wall Street he is acting as the spokesman for the American Dream, so he naturally emphasizes financial greed. Yet he is willing to include, “Greed in all of its forms,” including greed for life and greed for happiness. Since greed almost always means trying to grab too much, even when what is sought is undeniably worth having, he must believe that MORE is ALWAYS better. Michael Slote's counterpoint: moderation is generally preferable.

Robert Solomon has suggested that we now have collectively moved beyond the point of treating the notion of “business ethics” as oxymoronic. If the possibility of business ethics were indeed a settled question, then there would be little point in offering yet another investigation into the character of business practice and norms. But if the “we” of this claim refers to philosophers, other writers and the community as a whole, then Solomon's claim appears false. For we remain very much concerned about the morality of business. Our doubts regarding business legitimacy have been brought into ever sharper focus by the trend of the past twenty years to assimilate business to the so-called “liberal” or “learned” professions of medicine, the ministry and the law. For, as Paul Camenisch has noted, while the three liberal professions all aim at readily identifiable goods and display an “atyptical moral commitment,” it is far from clear that the end of business is good. Since prof its can be made through the distribution of products many would regard as immoral, using labor practices of equally dubious morality (e.g., slave labor), it is hard to see how business can lay claim, like the other professions, to a legitimating moral commitment. Business legitimacy has been further undermined by research suggesting that business managers’ “expertise” creates more problems than it solves; and that the much-touted science of managerial effectiveness is a sham since no such science of controlling human behavior either does or can exist.

This article employs previously unused accounting data and manuscript censuses to determine the impact of the Great Depression on Brazil's most important cotton textile manufacturers. It argues that the Great Depression, when viewed at the level of the individual business enterprise, had far more serious consequences than the previous literature, which relied on aggregate statistical data, suggests. The analysis presented here leads to the conclusion that Brazil's major cotton firms were in serious trouble prior to the 1929 Crash and that they took longer to recover than most other studies of Brazilian industrialization have indicated.

Founded in 1892, General Electric set out to dominate the American electrical industry. This article is an explanation of how the company accomplished this goal in the highly profitable electric lamp (“light bulb”) market. GE's techniques included technology leadership through in-house development and the purchase of patent rights, discriminatory agreements with suppliers based on market power, and cartel arrangements of various sorts, both foreign and domestic. The article shows how one company was able to use financial and market power, combined with early control of a rapidly developing technology, to gain and then hold a major American market for half a century.