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In contrast to older views of the passive role of London houses in the American trade, the active influence of a leading English merchant on the business decision-making of his colonial counterparts emerges from this case study.
The uncertainties of predicting and mitigating social reactions to business innovation are amusingly demonstrated in this study of an early public-relations crisis.
Inter-agency argument within the government and indecision and disagreement among businessmen over the demobilization of America's wartime economic controls are considered in this study of government-business relations.
A neglected trade and its commodities are emphasized in Professor Lydon's consideration of the colonial merchants' search for profitable returns to England.
Professor Lemly explores the blind loyalty of a city to a river, describes the ambivalence that characterized the city's leaders when railroads offered an alternate means of inter-regional transporty and analyzes the eventual efforts of St. Louis to make the most of both river and rails.