This article traces the emergence of the General Motors Corporation as a multinational enterprise under the leadership of James D. Mooney from 1922 to the outbreak of World War II. Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort. Economic depression and the prelude to World War II followed the expansionary 1920s, requiring GM and Ford to adjust to a changing environment. The article also covers Mooney's naïve attempts to use business for diplomacy in the years leading up to the war.

In the absence of identifiable macrofossils in lacustrine sediments, radiocarbon dating must rely on pollen or bulk sediment fractions. Bulk sediment fractions are not generally preferred because they contain an unknown mixture of organic material of variable age, they may contain dead carbon such as lignite that is difficult to eliminate, and material of aquatic origin may be subject to reservoir effects. If the various processes that contribute carbon to the system are relatively constant over time, however, changes in 14C activity with depth may be used to accurately estimate sediment accumulation rates even if the absolute ages are erroneous. In this study, fine-grained fractions (250–710 μm organic material, humic acids extracted from <250-μm fraction, and untreated <250-μm fraction combusted at low temperature) were analyzed and compared with terrestrial plant stems (twigs), charcoal, and wood fragments in sediments from an oxbow lake in Mississippi, USA. The 14C activities of the bulk fractions were highly linear with depth and produced consistent calculated sediment accumulation rates similar to, and perhaps more reliable than, rates determined using twigs or charcoal.

Nineteenth century America witnessed the expansion of business enterprise as well as the extension of a system of higher education. Business philanthropy played a substantial role in higher education by filling the gap between the church-supported colleges of the colonial period and the state colleges and universities of later years. The philanthropy of American business leaders provided for scientific and polytechnical schools, opened colleges for women, extended new opportunities for black “freedmen,” and created the first undergraduate and graduate schools of business. Although nineteenth century law prohibited corporate philanthropy and offered no tax incentives, business leaders gave because they thought that they were stewards of wealth, they saw a need for practical education, they wished to create memorials for loved ones, and they desired to meet the needs of special groups of individuals.