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Thomas Midgley and the Politics of Industrial Research
Published online by Cambridge University Press: 11 June 2012
Abstract
The conventional distinctions between “practical” and “scientific” research and development can be misleading. The experience of Thomas Midgley, Jr., at the General Motors Corporation in the three decades before World War II, and especially his critical role in the development of “antiknock” gasoline additives, freon refrigerant, and synthetic rubber, illustrate this fact. Dr. Leslie demonstrates that the management of corporate research and development, especially as that management affects uniquely talented individuals whose interests do not necessarily reflect the immediate needs of the company as seen by management, is basic to success. To solve such problems as they arose, Charles F. Kettering, himself a sympathetic scientist as well as distinguished inventor, worked closely with chief executive Alfred P. Sloan, whose genius for solving managerial problems matched the scientific genius of the most brilliant men in the General Motors laboratories.
- Type
- Research Article
- Information
- Business History Review , Volume 54 , Issue 4: Business History and the History of Technology , Winter 1980 , pp. 480 - 503
- Copyright
- Copyright © The President and Fellows of Harvard College 1980
References
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5 Lynwood Bryant's as yet unpublished work on engine knock, is an important source for much of the information on TEL. I thank Professor Bryant for sharing it with me.
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48 Ibid.
49 Ibid.
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53 Ibid.
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