This article analyzes the career paths of family business executives in institutional business elites in Finland using an empirical database based on a Bourdieusian prosopographical approach. The results indicate that career paths became more complex but shortened in length toward the beginning of the twenty-first century. The early career paths of family executives changed from positions as assistants and salesmen in the eighteenth and nineteenth centuries to governance, chief executive officer (CEO), and management positions in the twentieth and twenty-first centuries. Compared with the founder generation, next-generation family members benefited from more rapid institutional business elite career paths. The complexity of the career paths in the institutional business elite increased in subsequent generations. However, although there were few family executives with a third- or fourth-generation background in family businesses, founder-generation family executives existed in each cohort, apart from the pioneering generation.

The commercial traveler, or traveling salesman, was an agent of commercialism and modernization as well as a stock character in British popular culture. To C. Wright Mills, salesmen faced particularly challenging demands to conform to managerial direction. This article examines how British salesmen negotiated their occupational identity during the twentieth century. Developments in marketing, corporate growth, and periods of war and recession all challenged salesmen’s status and autonomy. These influences prompted a lengthy and recurring debate about how best to present, defend, and justify their work and identity. New marketing techniques and management systems evolved steadily, rather than producing sudden or uniform changes in the ways in which salesmen worked. Their culture of enterprise and individualism persisted, in part as it was shared by employers and managers. The impact of new marketing methods proved greatest in confectionery, tobacco, and other consumer goods trades as sales of branded, packaged goods expanded. Even then, salesmen contributed to shaping their work and occupational identity, proving unable to establish professional credentials and dividing over whether adopting trade union methods could improve their position.

La Porta et al. see common law as most favorable to corporate development and economic growth, but Japanese legislators explicitly based their system on German civil law. However, Japan’s commercial code of 1899 omitted the GmbH (private company) form, which Guinnane et al. see as the jewel in the crown of Germany’s organizational menu. Neither apparent “mistake” retarded Japan’s adoption of the corporate form, because its commercial code offered flexible governance and liability options, implemented liberally. It was this liberal flexibility, not choice of legal family or hybrid corporate forms emphasized by previous writers, that drove corporatization forward in Japan and more widely. Surprisingly (given that Germany’s superficially fuller organizational menu predated Japan’s by many decades and the country was wealthier), by the 1930s Japan already had not only more corporations than Germany, but also more commandite partnerships (with some corporate characteristics). After the introduction of the yugen kaisha (private company) in 1940, corporate forms became nearly as widely used in Japan as in the United States, United Kingdom, or Switzerland.

This essay investigates the ways in which child safety became an enterprise during the child protection crusade of the 1980s. Americans clamored for an increased federal presence in “the battle for child safety,” but they made such calls in a climate of intense governmental distrust. The federal government did assume a larger role on the issue of missing and exploited children with the passage of the Missing Children and Missing Children’s Assistance Acts of 1982 and 1984, respectively. But, as this essay demonstrates, the state also stressed the primacy of the private sector—and specifically for-profit companies—in protecting American children. The celebration by President Ronald Reagan and others of private sector efforts to raise awareness about and “save” American youngsters laid the groundwork for a broader child safety apparatus that took hold in the final decades of the twentieth century.