Mary A. O'Sullivan is an Assistant Professor of Strategy and Management at INSEAD, France. She received her undergraduate degree in 1988 from University College Dublin and then worked at McKinsey and Company, Inc. in London. She subsequently received an MBA from Harvard Business School and a Ph.D. in Business Economics from Harvard University. O'Sullivan has been a Visiting Scholar at the University of Tokyo and she is a Research Associate at both the STEP Group in Oslo and the Levy Institute in New York. She is currently co-directing a project funded by the European Commission on 'Corporate Governance, Innovation, and Economic Performance'.

This book, based on detailed historical research in both countries, represents a powerful challenge to current orthodoxy. It also has the great merit of focusing attention on questions that really matter. . . . [Mary O'Sullivan's] answers should give admirers of American capitalism pause for thought.

• Introduction ; Chapter 1: Innovation, Resource Allocation, and Governance ; Chapter 2: Transforming the Debates on Corporate Governance ; Chapter 3: The Foundations of Managerial Control in the United States ; Chapter 4: The Post-War Evolution of Managerial Control in the United States ; Chapter 5: Challenges to Post-War Managerial Control in the US ; Chapter 6: US Corporate Responses to New Challenges ; Chapter 7: From Managerial to Contested Control in Germany ; Chapter 8: The Emerging Challenges to Organizational Control in Germany ; Conclusion

Mary A. O'Sullivan is an Assistant Professor of Strategy and Management at INSEAD, France. She received her undergraduate degree in 1988 from University College Dublin and then worked at McKinsey and Company, Inc. in London. She subsequently received an MBA from Harvard Business School and a Ph.D. in Business Economics from Harvard University. O'Sullivan has been a Visiting Scholar at the University of Tokyo and she is a Research Associate at both the STEP Group in Oslo and the Levy Institute in New York. She is currently co-directing a project funded by the European Commission on 'Corporate Governance, Innovation, and Economic Performance'.

This book, based on detailed historical research in both countries, represents a powerful challenge to current orthodoxy. It also has the great merit of focusing attention on questions that really matter. . . . [Mary O'Sullivan's] answers should give admirers of American capitalism pause for thought.

• Introduction ; Chapter 1: Innovation, Resource Allocation, and Governance ; Chapter 2: Transforming the Debates on Corporate Governance ; Chapter 3: The Foundations of Managerial Control in the United States ; Chapter 4: The Post-War Evolution of Managerial Control in the United States ; Chapter 5: Challenges to Post-War Managerial Control in the US ; Chapter 6: US Corporate Responses to New Challenges ; Chapter 7: From Managerial to Contested Control in Germany ; Chapter 8: The Emerging Challenges to Organizational Control in Germany ; Conclusion

Mary A. O'Sullivan is an Assistant Professor of Strategy and Management at INSEAD, France. She received her undergraduate degree in 1988 from University College Dublin and then worked at McKinsey and Company, Inc. in London. She subsequently received an MBA from Harvard Business School and a Ph.D. in Business Economics from Harvard University. O'Sullivan has been a Visiting Scholar at the University of Tokyo and she is a Research Associate at both the STEP Group in Oslo and the Levy Institute in New York. She is currently co-directing a project funded by the European Commission on 'Corporate Governance, Innovation, and Economic Performance'.

This book, based on detailed historical research in both countries, represents a powerful challenge to current orthodoxy. It also has the great merit of focusing attention on questions that really matter. . . . [Mary O'Sullivan's] answers should give admirers of American capitalism pause for thought.

• Introduction ; Chapter 1: Innovation, Resource Allocation, and Governance ; Chapter 2: Transforming the Debates on Corporate Governance ; Chapter 3: The Foundations of Managerial Control in the United States ; Chapter 4: The Post-War Evolution of Managerial Control in the United States ; Chapter 5: Challenges to Post-War Managerial Control in the US ; Chapter 6: US Corporate Responses to New Challenges ; Chapter 7: From Managerial to Contested Control in Germany ; Chapter 8: The Emerging Challenges to Organizational Control in Germany ; Conclusion