This article argues that migration and investment from India moved in tandem to chart the evolution of transnational Indian business in the twentieth century, first toward Southeast Asia and Africa and later toward the United States, Europe, and West Asia. With a focus on the banking and diamond sectors, the overseas investment project of the Aditya Birla Group, and the transnational linkages of India's one hundred richest business leaders, the article locates important events, policies, and actors before economic liberalization in 1991 that laid the foundation for subsequent globalization of Indian firms.

This article examines the historical emergence of the Middle East oil-pricing system. The collapse of the Gulf-plus system, combined with outstanding discoveries of new reservoirs across the Arabian Peninsula and Persia, awoke latent competitive forces within the oligopolistic oil industry. After World War II, business differences regarding vertical integration, market priorities, and global competition worsened existing fractures among the multinational oil companies generally referred to as “the seven sisters.” The conclusions underscore the role of the “fringe” companies Texaco, Standard of California–Chevron, and Gulf Oil in prompting new price equilibriums for Persian Gulf crude oil.

This article analyzes the competitive strategies of Odense Steel Shipyard between 1918 and 2012 and challenges existing scholarship on competition in global industries. Until the 1980s, the yard adopted typical strategies in shipbuilding, starting with cost leadership and subsequently adopting global segmentation and differentiation strategies. From the mid-1980s, however, it successfully followed a unique national responsiveness strategy, which scholars including Dong Sung Cho and Michael E. Porter had ruled out in shipbuilding. The article shows how shipyard owners shaped strategies and influenced competitiveness.

The article analyzes a list of the hundred largest private and state-owned employers in the Russian Empire in 1913. It explains the validity of sources underlying the data and contributes to the methodological debates concerning the interpretation of such lists. It examines the geographical and sectoral distribution as well as the ownership structure of the largest Russian employers in a comparative context, using lists from Germany and the United Kingdom. The annexed list contributes to a more representative dataset of large firms beyond western Europe and therefore adds to the discussion on the rise of big business.

Research on entrepreneurship remains fragmented in business history. A lack of conceptual clarity inhibits comparisons between studies and dialogue among scholars. To address these issues, we propose to reinvent entrepreneurial history as a research field. We define “new entrepreneurial history” as the study of the creative processes that propel economic change. Rather than putting actors, hierarchies, or institutions at the center of the analysis, we focus explicitly on three distinct entrepreneurial processes as primary objects of study: envisioning and valuing opportunities, allocating and reconfiguring resources, and legitimizing novelty. The article elaborates on the historiography, premises, and potential contributions of new entrepreneurial history.

The Highest Glass Ceiling appeared just before the 2016 election. Hillary's ghost hovers. The U.S. presidency remains a male stronghold with its glass ceiling intact. Fitzpatrick and her publisher undoubtedly saw opportunity in a probable Clinton victory. There is a brief prologue and epilogue about Clinton that bookends the biographies of three other women who competed for the presidency in different eras: Victoria Woodhull, the Equal Rights Party candidate in 1872; Margaret Chase Smith, the 1964 Republican nominee; and Shirley Chisholm, the 1972 Democratic challenger.