When there is strain on the management role, ideology serves as a “reduction gear” enabling executives to integrate into business life changes in social goals to which they become sensitive by participation in other spheres of life.
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References
1.
RobbinsLional, An Essay on the Nature and Significance of Economic Science (London, MacMillan, 1935).
2.
KaplanA. D. H.DirlamJ. B.LanzillottiR. F., Pricing in Big Business (Washington, D.C., The Brookings institution, 1958).
3.
GalbraithJohn Kenneth, The Affluent Society (Boston, Houghton Mifflin, 1938).
4.
Joseph Livingston reports in The American Stockholder (Philadelphia, Lippincott, 1958) that in 1957 the stock of 3,000 companies was traded on American stock exchanges, but there were only 12 proxy fights for the control of management.
5.
RumlBeardsley, Tomorrow's Business (New York, Farrar & Rinehart, 1945), p. 19.
6.
EellsRichard, “Social Responsibility: Can Business Survive the Challenge?”Business Horizons (Indiana University, Winter 1959).
7.
ThompsonStewart, Management Creeds and Philosophies (New York, American Management Association, 1958).
8.
EellsRichard, op. cit.
9.
LevittTheodore, “The Dangers of Social Responsibility,”Harvard Business Review, September-October, 1958.
10.
See note 9.
11.
KelsoLoins O.AdlerMortimer J., The Capitalist Manifesto (New York, Random House, 1958), p. 211.
12.
BurnhamJames, The Managerial Revolution (New York, John Day, 1941).
13.
MillsC. Wright, The Power Elite (New York. Oxford University Press, 1956).
14.
This conception of ideology is developed by Sutton in The American Business Creed (Cambridge, Harvard University Press, 1956).
15.
Washington Post, June 12, 1937; reproduced by ArnoldThurman, Folklore of Capitalism (New Haven, Yale University Press, 1937). The italics are Arnold's.
16.
WorthyJames C., Big Business and Free Men (New York, Harper, 1959), p. 181.
