Nancy Folbre challenges the conventional economist's assumption that parents have children for the same reason that they acquire pets--primarily for the pleasure of their company. Children become the workers and taxpayers of the next generation, and "investments" in them offer a significant payback to other participants in the economy.

Yet parents, especially mothers, pay most of the costs. The high price of childrearing pushes many families into poverty, often with adverse consequences for children themselves.

Parents spend time as well as money on children. Yet most estimates of the "cost" of children ignore the value of this time. Folbre provides a startlingly high but entirely credible estimate of the value of parental time per child by asking what it would cost to purchase a comparable substitute for it.

She also emphasizes the need for better accounting of public expenditure on children over the life cycle and describes the need to rethink the very structure and logic of the welfare state. A new institutional structure could promote more cooperative, sustainable, and efficient commitments to the next generation.

A bold new biography of the thinker who demolished accepted economic theories in order to expose how people of economic and social privilege plunder their wealth from society’s productive men and women.

Thorstein Veblen was one of America’s most penetrating analysts of modern capitalist society. But he was not, as is widely assumed, an outsider to the social world he acidly described. Veblen overturns the long-accepted view that Veblen’s ideas, including his insights about conspicuous consumption and the leisure class, derived from his position as a social outsider.

In the hinterlands of America’s Midwest, Veblen’s schooling coincided with the late nineteenth-century revolution in higher education that occurred under the patronage of the titans of the new industrial age. The resulting educational opportunities carried Veblen from local Carleton College to centers of scholarship at Johns Hopkins, Yale, Cornell, and the University of Chicago, where he studied with leading philosophers, historians, and economists. Afterward, he joined the nation’s academic elite as a professional economist, producing his seminal books The Theory of the Leisure Class and The Theory of Business Enterprise. Until late in his career, Veblen was, Charles Camic argues, the consummate academic insider, engaged in debates about wealth distribution raging in the field of economics.

Veblen demonstrates how Veblen’s education and subsequent involvement in those debates gave rise to his original ideas about the social institutions that enable wealthy Americans—a swarm of economically unproductive “parasites”—to amass vast fortunes on the backs of productive men and women. Today, when great wealth inequalities again command national attention, Camic helps us understand the historical roots and continuing reach of Veblen’s searing analysis of this “sclerosis of the American soul.”

A consultant with McKinsey & Company surveys the international aluminum industry and asks why its various activities are divided among firms in the way that they are. These components include the minding of bauxite, its refining into alumina, aluminum smelting, fabrication, and manufacture of the final product. What is it about this industry that encourages joint ventures in some cases, long-term contracts in others, and vertical integration and merger in still others?

The author identifies and analyzes the factors which motivate firms to adopt one or another of these patterns of doing business. He draws on and extends recent developments in theory relating to the operation of markets and organizations, and tests the power of theories to explain what is observed in the industry. He has assembled a great deal of empirical evidence, focusing on the United States, Japan, and Australia. The book should become the standard study of the aluminum industry.

In spite of the hopes raised and achievements attained by the “Green Revolution,” the less developed rural countries of the world still must struggle for economic growth. Social scientists now focus on the human dimension of development. They search for change agents—men and women who have the initiative to cast aside traditional techniques and who are willing to introduce modern methods to their communities.

The Village Entrepreneur is a timely update on the new strategy of development. With financial backing from the Ford Foundation and the Indian government, Wayne G. Broehl and his associates undertook a comprehensive study of the village entrepreneur in South India. They interviewed hundreds of rural businessmen and attempted to pinpoint the qualities that distinguished change agents from their tradition-bound comrades. Further, they attempted to define the ways in which these agents can be used as conduits of progress. A significant section of the book describes a pilot program established to engender innovative attitudes. The book also provides a working model that will help apply the concept of change agents to other fields and other countries.

A categorical, but controversial, assumption of this work is that change is the sine qua non of development. Broehl believes that such change will necessarily be both economic and social and is likely to be political as well. Realistically presented and forcefully expressed, his findings are a strong contribution to recent development theory.

The role of large-scale business enterprise—big business and its managers—during the formative years of modern capitalism (from the 1850s until the 1920s) is delineated in this pathmarking book. Alfred Chandler, Jr., the distinguished business historian, sets forth the reasons for the dominance of big business in American transportation, communications, and the central sectors of production and distribution.

The managerial revolution, presented here with force and conviction, is the story of how the visible hand of management replaced what Adam Smith called the “invisible hand” of market forces. Chandler shows that the fundamental shift toward managers running large enterprises exerted a far greater influence in determining size and concentration in American industry than other factors so often cited as critical: the quality of entrepreneurship, the availability of capital, or public policy.