In this provacative study of the "disease" afflicting American industry today, George Lodge, a distinguished professor at the Harvard Business School, reveals the malady as a psychological disorder, characterized by a refusal to face the facts of interdependence in a competetive world; by a reluctance to confront the grave inadequacies in the operation of our great institutions—business, labor, and government; and by the fact that "leaders do not lead; those with responsibility do not fight. Timidity, born of resignation, discourages change." Lodge begins by defining the disease through its symptoms: failing industries, stubborn unemployment, lagging economic growth, stagnant productivity, overseas competition, focus on short-term financial gain, and, perhaps most telling, the pervasive feeling among Americans that their land of plenty has become a land of want. He examines the gradually changing roles and relationships between government, great corpoations, and trade unions that are nevertheless obscure by traditional and detrimental assumptions, distrust, and a set of ideologies that are increasingly inefficient, ineffective, inconsistent, and irrelevant. And he finds the incoherence of American industrial policy exemplified by the fact the we preach the old virtues of free trade and the sanctity of the market while in actuality we pursue a strategy—including tax incentives and trade subsidies—the misshapes the free market. Based on interviews with more than 150 leaders of the nation's institutions, The American Disease goes beyond diagnosis to offer logical and feasible proposals to cure this dangerous condition. Lodge suggests, for example, that the office of the United States Trade Representative be expanded and strengthened to deal with the growing pressure for protection against imports and with the confusion among our trading partners. He shows why business and labor must work together more closely in a non-adversarial way with federal and local government to determine community needs. He explains why Washington will be forced to direct the future of electric power in America, rather than leave the decisions to fifty different sets of state regulators. And he makes a number of recommendations to alter the ways in which corporations manage themselves and deal with government, and to reduce the social and economic costs that are implicit in these changes. George C. Lodge believes that recovery from our institutional ailments is possible, and this timely and perceptive book offers a resoundingly rational course toward that crucial goal.
In George Lodge's classic account, now appearing for the first time in paperback, the author argues that America is in the midst of a great transformation, comparable to the one which ended the medieval era in the West. The old ideas—individualism, property rights, competition, the limited state, and scientific specialization—have become increasingly irrelevant in a world of necessariliy huge organizations and limited resources. The United States today has become a considerably less self-assured nation, lacking a sense of direction and control, profoundly uncertain about authority and legitimacy.
In this provacative study of the "disease" afflicting American industry today, George Lodge, a distinguished professor at the Harvard Business School, reveals the malady as a psychological disorder, characterized by a refusal to face the facts of interdependence in a competetive world; by a reluctance to confront the grave inadequacies in the operation of our great institutions—business, labor, and government; and by the fact that "leaders do not lead; those with responsibility do not fight. Timidity, born of resignation, discourages change." Lodge begins by defining the disease through its symptoms: failing industries, stubborn unemployment, lagging economic growth, stagnant productivity, overseas competition, focus on short-term financial gain, and, perhaps most telling, the pervasive feeling among Americans that their land of plenty has become a land of want. He examines the gradually changing roles and relationships between government, great corpoations, and trade unions that are nevertheless obscure by traditional and detrimental assumptions, distrust, and a set of ideologies that are increasingly inefficient, ineffective, inconsistent, and irrelevant. And he finds the incoherence of American industrial policy exemplified by the fact the we preach the old virtues of free trade and the sanctity of the market while in actuality we pursue a strategy—including tax incentives and trade subsidies—the misshapes the free market. Based on interviews with more than 150 leaders of the nation's institutions, The American Disease goes beyond diagnosis to offer logical and feasible proposals to cure this dangerous condition. Lodge suggests, for example, that the office of the United States Trade Representative be expanded and strengthened to deal with the growing pressure for protection against imports and with the confusion among our trading partners. He shows why business and labor must work together more closely in a non-adversarial way with federal and local government to determine community needs. He explains why Washington will be forced to direct the future of electric power in America, rather than leave the decisions to fifty different sets of state regulators. And he makes a number of recommendations to alter the ways in which corporations manage themselves and deal with government, and to reduce the social and economic costs that are implicit in these changes. George C. Lodge believes that recovery from our institutional ailments is possible, and this timely and perceptive book offers a resoundingly rational course toward that crucial goal.
World leaders have given the reduction of global poverty top priority. And yet it persists. Indeed, in many countries whose governments lack either the desire or the ability to act, poverty has worsened. This book, a joint venture of a Harvard professor and an economist with the International Finance Corporation, argues that the solution lies in the creation of a new institution, the World Development Corporation (WDC), a partnership of multinational corporations (MNCs), international development agencies, and nongovernmental organizations (NGOs). In A Corporate Solution to Global Poverty, George Lodge and Craig Wilson assert that MNCs have the critical combination of capabilities required to build investment, grow economies, and create jobs in poor countries, and thus to reduce poverty. Furthermore, they can do so profitably and thus sustainably. But they lack legitimacy and risk can be high, and so a collective approach is better than one in which an individual company proceeds alone. Thus a UN-sponsored WDC, owned and managed by a dozen or so MNCs with NGO support, will make a marked difference. At a time when big business has been demonized for destroying the environment, enjoying one-sided benefits from globalization, and deceiving investors, the book argues, MNCs have much to gain from becoming more effective in reducing global poverty. This is not a call for philanthropy. Lodge and Wilson believe that corporate support for the World Development Corporation will benefit not only the world's poor but also company shareholders as a result of improved MNC legitimacy and stronger markets and profitability.
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