Alfred D. Chandler Jr.
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| Born | (1918-09-15)September 15, 1918 |
| Died | May 9, 2007(2007-05-09) (aged 88) |
| Alma mater | Harvard University (BA, MA, PhD) |
| Awards | Bancroft Prize (1978) Pulitzer Prize for History (1978) |
| Scientific career | |
| Fields | Business history |
| Institutions | Harvard University Massachusetts Institute of Technology Johns Hopkins University |
| Doctoral advisor | Frederick Merk |
Alfred DuPont Chandler Jr. (September 15, 1918 – May 9, 2007) was a professor of business history at Harvard Business School and Johns Hopkins University, who wrote extensively about the scale and the management structures of modern corporations. His works redefined business and economic history of industrialization. He received the Pulitzer Prize for History for his work, The Visible Hand: The Managerial Revolution in American Business (1977). He was a member of both the American Academy of Arts and Sciences and the American Philosophical Society.[1][2] He has been called "the doyen of American business historians".[3]
Chandler was the great-grandson of Henry Varnum Poor. "Du Pont" was apparently a family name given to his grandfather because his great-grandmother was raised by the Du Pont family, and there are other connections as well.[4]
Chandler graduated from Phillips Exeter Academy in 1936 and Harvard College in 1940. After World War II, he returned to Harvard, finished his M.A. in 1946, and earned his doctorate in 1952 under the direction of Frederick Merk. He taught at M.I.T. and Johns Hopkins University before arriving at Harvard Business School in 1970.
Chandler used the papers of his ancestor Henry Varnum Poor, a leading analyst of the railroad industry, the publisher of the American Railroad Journal, and a founder of Standard & Poor's, as a basis for his Ph.D. thesis.[5]
Chandler began looking at large-scale enterprise in the early 1960s. His book Strategy and Structure: Chapters in the History of the Industrial Enterprise (1962) examined the organization of E.I. du Pont de Nemours and Company, Standard Oil of New Jersey, General Motors, and Sears, Roebuck and Co. He found that managerial organization developed in response to the corporation's business strategy. The book was voted the eleventh most influential management book of the 20th century in a poll of the Fellows of the Academy of Management.[6]
This emphasis on the importance of a cadre of managers to organize and run large-scale corporations was expanded into a "managerial revolution" in The Visible Hand: The Managerial Revolution in American Business (1977) for which he received a Pulitzer Prize. He pursued that book's themes further in Scale and Scope: The Dynamics of Industrial Capitalism, (1990) and co-edited an anthology on the same themes, with Franco Amatori and Takashi Hikino, Big Business and the Wealth of Nations (1997).
Chandler's most highly regarded work was The Visible Hand: The Managerial Revolution in American Business (1977). At this point in time, the American business world was under the assumption that the economy followed a laissez-faire model, meaning the market was controlled by larger economic forces and did not require governmental intervention but that businesses and consumers would operate out of self-interest. Whenever there was a need, Adam Smith believed that an entrepreneur would not only identify this need but would seek to fulfill it at a price that the consumer deemed as reasonable. While some business professionals interpreted Smith's logic to understand the economy from a wholistic point of view, many others understood it quite literally as they saw it as a need for several entrepreneurs to create businesses of their own in order to fulfill different needs presented by the market. This ultimately prompted the beginning of the small business era which consisted of a multitude of "mom-and-pop" shops opening up nationwide, each meeting a different need presented by society.
Instead of replacing this economic methodology, Chandler sought to extend it by arguing that managerial firms evolved in order to take advantage of productive techniques available after the rail network was in place. As a result of the 2nd Industrial Revolution, technology was causing business processes to increase in efficiency which allowed firms to expand its operations into several functional areas at a time. For example, railroad companies used to primarily fulfill the need of transportation by laying down tracks in specific regions of the country. Once inventions such as the assembly line, steam power, and the telegraph emerged, the supply for railroads finally met its demand and the industry boomed financially as operations were optimized. This led to a surge in both horizontal and vertical integration as railroad companies were granted the ability to expand both on a financial and operational level. Instead of a need that revolved around goods and services from the consumer's end, there was a massive need for coordination and systemization from the corporation's end now that the complexity of these larger firms began to increase. The firms created the "managerial class" in America because they needed to coordinate the increasingly complex and interdependent system. According to Steven Usselman, this ability to achieve efficiency through coordination explained the high levels of concentration in modern American industry. In a similar fashion to laissez-faire, businesses saw a need and sought to fulfill it, thus creating the modern corporation. While this ended up driving many "mom-and-pop" storefronts to bankruptcy, it ultimately grew the economy of the United States by creating greater wealth and opportunity for millions of Americans today. Chandler has never argued that the management evolution brought the storm of multifunctional corporations to existence (that was technology); however, it did open the floodgates as it optimized the integrations that were necessary in order for America to grow.
Alfred Chandler has drawn many raving fans over the past century due to his accomplished work that eventually led to the genesis of the topic of business history. Along with the thousands of business historians that would not exist without his work, there are several critics who seek to extend Chandler's arguments rather than replace it. Much like Chandler himself, historians such as Wallace Williams and Milorad Novicevic are noticing another case of evolution that is taking place in modern business America, one that is founded upon a need for systemization that results in globalization. Due to recent technological advances such as the internet and cloud networking, corporations have the capacity to expand even further into regions and areas unknown, thus concentrating the economy more than before. As a result of Chandler's findings, we are in a much better situation now that we possess the knowledge and documentation of what used to be in the business realm, in order to discover what is yet to come.
In sociology, prior to Chandler's research, some sociologists assumed there were no differences between governmental, corporate, and nonprofit organizations. Chandler's focus on corporations clearly demonstrated that there were differences, and this thesis has influenced organizational sociologists' work since the late 1970s. It also motivated sociologists to investigate and critique Chandler's work more closely, turning up instances in which Chandler assumed American corporations acted for reasons of efficiency, when they actually operated in a context of politics or conflict.
1. "Alfred Dupont Chandler". American Academy of Arts & Sciences. Retrieved 2022-05-23.
2. "APS Member History". search.amphilsoc.org. Retrieved 2022-05-23.
3. "How technology and capitalism shaped America after the civil war". The Economist. 24 August 2017.
4. Carol May, "Alfred du Pont Chandler Jr.," Edmund's Community Courier (Edmund Chandler Family Association), March 2, 2010.
5. "Alfred Chandler". The Economist. 2007-05-17. Retrieved 2011-09-19.
6. Bedeian, Arthur G.; Wren, Daniel A. (Winter 2001). "Most Influential Management Books of the 20th Century" (PDF). Organizational Dynamics. 29 (3): 221–225. doi:10.1016/S0090-2616(01)00022-5 Archived from the original (PDF) on 2015-10-17. Retrieved 2012-05-05.
7. Steven W. Usselman, "Still Visible: Alfred D. Chandler's The Visible Hand," Technology and Culture 47, no. 3 (2006), 584-596.
8. Galambos, Louis (2012). "Technology, Political Economy, and Professionalization: Central Themes of the Organizational Synthesis". Business History Review. 57 (4): 471–493. doi:10.2307/3114810 JSTOR 3114810. S2CID 145329211.
9.Thomas K. McCraw, "Alfred Chandler: His Vision and Achievement," Business History Review, Summer 2008, Vol. 82 Issue 2, pp 207-226
10. Schendel, Dan E., and Hofer, Charles W., 1979, Strategic management. A new view of business policy and planning, Little Brown, Boston, p. 9.
11. Hatten, Kenneth J., Schendel, Dan E., and Cooper, Arnold C., 1978, A strategic model of the U.S. brewing industry: 1952-1971, Academy of Management Journal, vol. 21, no. 4, pp. 594.
12. Huff, Anne Sigismund, and Reger, Rhonda Kay, 1987, A review of strategic process research, Journal of Management, vol. 13, no. 2, p. 211.
13. McKiernan, Peter, 1997, Strategy past; strategy futures, Long Range Planning, vol. 30, no. 5, p. 792
14. Neil Fligstein, "Chandler and the Sociology of Organizations," Business History Review, Summer 2008, Vol. 82 Issue 2, pp 241-250
15. Novicevic, M. M., Buckley, M. R., Clayton, R. W., Moeller, M., & Williams, W. A. (2009). Commemorating chandler through the lens of his revisionists. Journal of Management History, 15(3), 313-322. doi:https://doi.org/10.1108/17511340910964162
16. Mathews, D. (2000). The Visible Hand? Economics of Alfred Chandler. Essays in Economic and Business History, Coastal Georgia Community College. https://doi.org/2000
17. F. A. (n.d.). Alfred Chandler's Second Industrial Revolution. The American Interest. Retrieved August 1, 2015, from https://www.the-american-interest.com/2015/08/01/alfred-chandlers-second-industrial-revolution/
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Pulitzer Prize for History (1976–2000)
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