The story of Dutch business in America began in the colonial period and continues into the present. The early Dutch trading companies of the seventeenth century, including the Dutch West India Company, were followed in the nineteenth and twentieth centuries by such firms as the Holland-America Line, Unilever, Royal Dutch Shell, and NV Philips. The historical pattern of these Dutch businesses contributes to the growing literature on multinational enterprises (MNEs) and is relevant to recent debates on the historical convergence and/or divergence of living standards and productivity in national economies. An examination of the history of Dutch MNEs operating in the United States reveals some of the ways that these firms fit into the larger framework of Dutch business overall and provides a way to compare the strategies of Dutch MNEs with those of MNEs from other countries.

This consideration of how innovation was exploited in primary processing industries during the period of the second industrial revolution draws on case material from frozen-meat and dairy-processing industries in New Zealand between 1880 and 1910, examining how entrepreneurial networks successfully created commodity chains for the exportation of produce to U.K. markets. Latin American commodity chains are considered as a counterpoint. What is suggested is that despite the absence of large-scale firms and significant foreign capital, New Zealand producers, relying on network-based organizational forms, successfully entered overseas markets, capitalizing on information sharing, rapid diffusion of technology, and loose alliances that exploited complementary skills and assets.

To what extent did the search for solutions to problems of labor management mold the development of large-scale business? The history of the Imperial Tobacco Company (ITC) is instructive, because its managerial structures have been heavily criticized. Yet many of the organizational improvements that were implemented after the company's founding in 1901 have been overlooked, particularly in the realm of labor management, which emerged as an important component of the company's increasing capabilities and growth. In contrast to U.S. tobacco firms, ITC implemented labor policies that responded to arising difficulties in size, legislation, trade unionism, and social attitudes. Its development reveals how the variety of factors influencing the management of labor stretch beyond the narrow concern for models of internal administrative structures.