Corporate Mobilization and Political Power: The Transformation of U.S. Economic Policy in the 1970s

Akard, Patrick

doi:10.2307/2095915

Cited by 176 publications

(86 citation statements)

References 27 publications

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“…And businessmen's wider community networks provided channels through which political and managerial discourse could align. Similar public involvements and networks have been found at the national level in the late 20th century (Akard, 1992;Schwartz, 1987;Useem, 1987). This historical point has a broader theoretical implication.…”

Section: Business Ideology and Political Reformsupporting

confidence: 63%

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Model Employers and Good Government in the Late 19th and Late 20th Centuries

Haydu

Lee

2004

Sociological Forum

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1This study compares models of the good employer in the late 19th and late 20th centuries, using a content analysis of leading business periodicals. We find striking differences between the two eras, both in their recipes for more efficient employment practices and in their understanding of the benefits of those practices. We consider possible explanations for these divergent conceptions of "rational" labor relations and argue that each period's image of the exemplary employer corresponds to prevailing ideals of political reform.

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Section: Business Ideology and Political Reformsupporting

confidence: 63%

“…In the late 19th century, local civic committees and clubs lubricated the movement of ideological frames between politics and business. One hundred years later, national institutions like the Business Roundtable played a similar role (Akard, 1992;Edsall, 1989).…”

Section: -1999: Less Government As Good Governmentmentioning

confidence: 99%

Model Employers and Good Government in the Late 19th and Late 20th Centuries

Haydu

Lee

2004

Sociological Forum

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“…The years examined in this study overlap with what many observers describe as a period of heightened right-wing political mobilization in the United States, culminating in a sharp turn to the right in many areas of state policymaking (Edsall, 1984;Ferguson & Rogers, 1986;Blumenthal, 1986;Clawson & Clawson, 1987;Peschek, 1987;Vogel, 1989;Himmelstein, 1990;Akard, 1992;Allen, 1992;Jenkins & Eckert, 2000). This right-wing mobilization is described as building momentum in the mid-and late 1970s, reaching a high-water mark in the early 1980s during the first years of the Reagan presidency, and then, after achieving many of its policy objectives, becoming routinized as an enduring but somewhat less strident and cohesive influence on policymaking from the mid-1980s onward.…”

Section: The Right Turn In Us State Policymentioning

confidence: 90%

“…Previous studies of this period have commented on the extraordinary degree of political unity achieved by economic elites in the late 1970s and early 1980s (Edsall, 1984;Ferguson & Rogers, 1986;Akard, 1992). The increase in the density of the policy network in the late 1970s is therefore to be expected, insofar as the strength and breadth of board interlocks is generally understood as enhancing the potential for inter-organizational coordination and cohesion.…”

Section: Changes In the Structure Of The Interlock Networkmentioning

confidence: 98%

The interlock structure of the policy-planning network and the right turn in U.S. state policy

Burris¹

2008

Politics and Public Policy

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There is an extensive literature on interlocking directorates that uses sophisticated methods of network analysis to map the structure of board interlocks among organizations and assess the implications of those interlocks for organizational behavior (Mizruchi, 1996). However, almost all of this literature -and, therefore, most of what we know about the nature and significance of interlocking directorates -is based on studies of a single type of organization: the large corporation. Like corporations, other kinds of organizations -colleges and universities, charities, civic organizations, foundations, think tanks, trade associations, political lobbies, and interest groups -also have governance structures in which professional administrators are overseen by boards of directors or boards of trustees that include members who are affiliated with outside organizations. As in the case of corporations, this governance structure creates the possibility of direct and indirect interlocks among organizations within a given domain. Unlike corporate board interlocks, however, these non-corporate networks, and their implications for organizational behavior, have received relatively little study. This paper seeks to advance our knowledge of one type of non-corporate interlocking directorate by presenting a network analysis of the governing boards of 12 leading policy-planning organizations and changes in the structure of this interlock network between 1973 and 2000. Privately financed and directed policy-planning organizations like the American Enterprise Institute, the Brookings Institution, and the

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“…Business interests were able to exert sufficient unity to restrain further expansion of state regulatory agencies and defeat a proposal to establish a Consumer Protection Agency (Akard, 1992). Nevertheless, public environmental awareness and concern continued to grow.…”

Section: Public Environmental Awareness As a Challenge To Hegemonymentioning

confidence: 99%

Environmental Management as Political Sustainability

Levy

1997

Organization & Environment

154

138

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Grounded in critical theory and the Gramscian concept of hegemony, this article argues that environmental management (EM) can be understood as an accommodation to growing public awareness of environmental problems that potentially threatens dominant hegemonic coalitions. On the material level, EM is a set ofpractices that ameliorates the more egregious environmental consequences of industrial production; on the ideological and symbolic level, EM constructs products and companies as "green" and legitimizes the primacy of corporate management's role in addressing environmentalproblems. EM is thus seen to be more about political than environmental sustainability.

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Corporate Mobilization and Political Power: The Transformation of U.S. Economic Policy in the 1970s

Cited by 176 publications

References 27 publications

Model Employers and Good Government in the Late 19th and Late 20th Centuries

Model Employers and Good Government in the Late 19th and Late 20th Centuries

The interlock structure of the policy-planning network and the right turn in U.S. state policy

Environmental Management as Political Sustainability

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