Knowledge that Transforms

I. Difficulty of determining cost of distribution for a particular commodity, 255. — Cost of distribution of all consumers' goods easier to determine, though one difficulty remains, 255. — Purpose and scope of the present study, 256. — Relation of consumer outlay for commodities to our whole national product, 257. — Net capital formation, 259. — Redefining the ratio for statistical convenience, 260. — II. The values of NCP and DC, 261. — Comparison with the Twentieth Century Fund estimate, 263. — III. Significance of these findings from the point of view of “proper balance” in the economy, 265. — Difficulty of determining whether distribution costs are out of balance, 266. — Statistical estimates, 267.

I. Conditions favorable to union growth: unions as defensive organizations, 611; the “prosperity theory,” 614; union growth and price movements, 617. — Preliminary formulation of a theory of union growth, 619. — II. Booms in union growth, 620. — The influence of wars, 622. — Inertia, 623. — Employer opposition, 624. — The “welfare” approach, 625. — III. The importance of leadership, 625. — IV. The influence of industrialization, 628. — V. Conclusion: expansion of the preliminary theory of union growth, 632.

No scientific theory of economic dynamics exists, 1. — The basic concepts and postulates of contemporary economic theory, 3. — The method of constructing and verifying traditional economic theory, 6. — Theoretical dynamics of Newtonian mechanics, 8. — Economics compared with physics, 10. — Bearing of this upon the possibility of a theoretical economic dynamics, 12. — The precise capacity of contemporary economic theory, 13. — Diagrammatical summary, 16.

Journal Article Venture Capital and Taxation Get access Charles C. Abbott, Charles C. Abbott Harvard University Search for other works by this author on: Oxford Academic Google Scholar Eugene M. Zuckert Eugene M. Zuckert Graduate School of Business Administration Search for other works by this author on: Oxford Academic Google Scholar The Quarterly Journal of Economics, Volume 55, Issue 4, August 1941, Pages 667–682, https://doi.org/10.2307/1884123 Published: 01 August 1941

Characteristics of the occupation, 460. — The three markets studied, 464. — Occupational characteristics of weavers, 465. — The pattern of weaving experience, 472. — Job changes made by weavers, 1926–35, 476. — Shifts between textile industries, 483. — Work of weavers during the World War period, 483. — Geographic movement, 484. — Conclusions, 485.

Introduction: characteristics of the industry, 18. — The time-schedule of control, 20. — Organization and administration of control, 22. — Maximum prices: virgin aluminum, 26; aluminum alloy, 27; secondary aluminum, 28; aluminum scrap, 28. — Aluminum and other non-ferrous metal prices, 29. — Maintenance and expansion of supply, 32. — Collection and utilization of scrap, 38. — Appeal to housewives, 39. — Control over demand, 41. — Summary and conclusions, 46.

Journal Article Further Comment Get access Herbert A. Simon Herbert A. Simon Bureau of Public Administration, University of California Search for other works by this author on: Oxford Academic Google Scholar The Quarterly Journal of Economics, Volume 55, Issue 2, February 1941, Pages 325–330, https://doi.org/10.2307/1882067 Published: 01 February 1941

Journal Article A Note on the Money Wage Problem Get access James Tobin James Tobin National Scholar, Harvard University Search for other works by this author on: Oxford Academic Google Scholar The Quarterly Journal of Economics, Volume 55, Issue 3, May 1941, Pages 508–516, https://doi.org/10.2307/1885642 Published: 01 May 1941

The change from a peace to a war-time economy, 211. — Scope of the present study, 212. — Pre-war preparations for control, 212. — The time schedule of war control, 214. — Methods of control: maximum prices, 216; priorities, 218; supply controls, 219; licenses, 222. — Organization and administration of control, 222. — Problems of control, 224. — Personnel, 225. — Priorities, 226. — Business practices, 228. — The London Metal Exchange, 230. — Small firms, 231. — Scrap metal, 232. — Administration of the control, 235. — Conclusions, 237.