"New Princes" for Old? The Large Corporation and the Capitalist Class in Chile

Zeitlin, Maurice; Ewen, Lynda Ann; Ratcliff, Richard Earl

doi:10.1086/225763

Cited by 57 publications

(13 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…At the hub of the system were the banking institutions which had links with manufacturing enterprises and other businesses, secured through interlocking directorates, kinship relations or both (Lagos 1961). Close-tied family control was common as Zeitlin et al (1974) found in a study which showed the majority of Chilean managerial-controlled firms were owned by one or two families and their associates. Effectively, a small core of elite business families in Chile ran the most of the economy.…”

Section: The Chilean Case Study: the Historical Development Of A Busimentioning

confidence: 92%

Re-theorising the core: a ‘globalized’ business elite in Santiago, Chile

Jones¹

1998

Political Geography

View full text Add to dashboard Cite

Section: The Chilean Case Study: the Historical Development Of A Busimentioning

confidence: 92%

Re-theorising the core: a ‘globalized’ business elite in Santiago, Chile

Jones¹

1998

Political Geography

View full text Add to dashboard Cite

“…Behind markets, practice theorists point to connections and communities. In many regions, the scope of the firm is determined by "kineconic" relations rather than pure market rationality, as, for example, with the kinship networks that govern the diversification strategies of Chilean conglomerates (Zeitlin et al 1974). The most valuable company in the world, Aramco, is controlled by a royal family, the House of Saud (Baxter and Said 2016): state and business are connected by blood.…”

Section: From Theory To Practicementioning

confidence: 99%

Greatness Takes Practice: On Practice Theory’s Relevance to “Great Strategy”

Whittington¹

2018

Strategy Science

View full text Add to dashboard Cite

Please scroll down for article-it is on subsequent pagesWith 12,500 members from nearly 90 countries, INFORMS is the largest international association of operations research (O.R.) and analytics professionals and students. INFORMS provides unique networking and learning opportunities for individual professionals, and organizations of all types and sizes, to better understand and use O.R. and analytics tools and methods to transform strategic visions and achieve better outcomes. For more information on INFORMS, its publications, membership, or meetings visit Abstract. This paper draws on the practice theory of Pierre Bourdieu, Michel de Certeau, Michel Foucault, Anthony Giddens, and Alasdair MacIntyre to explore the origins of great strategies. Despite its naturally rather modest approach to social life, practice theory does speak to the question of greatness. In particular, I shall derive five principles capable of building great strategies: value the ordinary, see past markets, embrace diversity, allow for the bottom up, and accept different forms of greatness. The paper proposes ways in which strategy as practice researchers can be more ambitious with regard to issues of performance, particularly through ethnographic case studies of "great" companies and of companies with different criteria of performance. The paper also identifies parallel research traditions with which strategy as practice researchers might work more closelyfor instance, those associated with design thinking, nonmarket strategy, and institutional entrepreneurship and innovation. It also identifies opportunities and risks in working with the psychological traditions of microfoundational and behavioral strategy.

show abstract

“…Under capitalism, with its dictum of accumulation, corporations should change groups whenever short-term pro®t could be improved. This is particularly emphasized in theories containing the assumption of class consciousness and the creation # Blackwell Publishers Ltd 1998 SVEN-OLOF COLLIN of value congruence, or common order of preference, in the capitalist class (Nichols, 1969;de Vroey, 1975;Zeitlin et al, 1975). In such terms, there are no liaisons, loyalties, speci®cities or inertia, such as the costs of shifting BGs would involve, that create long-term relationships.…”

Section: Capitalmentioning

confidence: 99%