著者

原 輝史

出版者

土地制度史学会(現 政治経済学・経済史学会)

雑誌

土地制度史学 (ISSN:04933567)

巻号頁・発行日

vol.18, no.4, pp.1-24, 1976

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It is often said that the French capitalism has neglected its colonial empire before 1914. According to Jean Bouvier, the French colonies before the first world war stayed at the stage of trade economy (economic de traite), that is, the most elemental and the cheapest way of exploitation. Therefore, the investments in infrastructure were limited in those colonies. But was it true in the case of Algeria? From 1860's, the French capitalist government started to build railways in Algeria. After the failure of tentative of English capital introduction at the beginning of 1860s, it was the French P. L. M. company that began to costruct railways. The other four companies such as, Franco-Algerienne, Bone-Guelma, Est-Algerien, Ouest-Algerien joined only after 1874. The interest of the companies' capitals was garanteed by the French government. Between 1874 and 1892, the principal networks were constructed, and after 1893 the railway investment suddenly declined. It was partly the direct consequence of the brake given by the French government appalled by the augmentation of government-garanteed interests. After 1907, the railway investment became more active again because Algerian railways were nationalized one after another and they were controled by the Algerian local government under the supervision of metropolitan government. The French business circles who were interested in Algerian railway construction are relatively easy to define. The railway contractors, the Company of Franco-Algerienne and the Company of Batignolles, wanted to find their works in Algeria after having finished their works in France. Also were there the Bank of Paris et des Pays-Bas, the Credit Algerien and other finance companies who exploited the system of government-garanteed railway securities. After all, the railway construction in Algeria gave not negligible support to French capitalism when it had suffered the great depression from 1870's to 1890's.

著者

原 輝史

出版者

早稲田商学同攻会

雑誌

早稲田商学 (ISSN:03873404)

巻号頁・発行日

no.357, pp.p157-179, 1993-07

著者

原 輝史

出版者

早稲田商学同攻会

雑誌

早稲田商学 (ISSN:03873404)

巻号頁・発行日

no.222, pp.85-128, 1971-06

著者

原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.35, no.2, pp.1-21_1, 2000-09-25 (Released:2009-11-06)

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The foreign activities of sogo shosha (general trading companies) like Mitsubishi-Shoji have been little researched. This article seeks to clarify one of the oversea's activities of Mitsubishi-Shoji. The history of the Paris branch is analyzed and described based on internal documents of the branch kept at the Archives du Monde du Travail in Roubaix and the Mitsubishi Economic Research Institute in Tokyo.The History of the Société Anonyme Française Mitsubishi (S.A.F.M.) can be divided into four periods : first period, 1924-1927; second period, 1928-1932; third period, 1933-1938, and fourth period, 1939-1944.During the first period, S.A.F.M. invested in the Dewoitine Aircraft company, but this French company failed in 1926.During the second period, S.A.F.M. attempted diversification of goods for import and export. It left the aircraft industry and succeeded in dealing in agricultural products and other foods. During this period, in order to pay off the deficit caused by the failure of investment in Dewoitine Aircraft, S.A.F.M. pursued a policy of rationalization.It was during the third period that the efforts of saving and rationalization reached a peak. Many employees were discharged, and the Casablanca Office closed. Documents show that during this period S.A.F.M. was interested in Manchurian affairs.During the last period, 1939-1944, the occupation of France by the German army brought about the final decision. S.A.F.M. was closed in permanently in 1944. And in 1960, the newly organized Mitsubishi-Shoji was opened, but this in another history.An English translation of this article will be published in Japanese Year Book on Business History in 2001.

著者

原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.31, no.3, pp.1-46, 1996-10-30 (Released:2009-11-06)

被引用文献数

1

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During the interwar period, French government tried to regulate the production and the sale of several industries to overwhelm the economic crisis occured in 1930s.The purpose of this paper will be to analyse the controversies and the effects of the law which was called Loi Le Poullen. This Law of 1936 aimed to regulate the market of French shoe industry which suffered the overproduction. This analysis will inclued 4 sections.Section I will be an analysis of the general situation of French shoe industry of 1930s. During this period, French shoe industry had the conflicts with foreign shoe makers, especially with those of Czecho-Slovakia.The second section will include a look at the discussions about the characteristics of Loi Le Poullen in the House of Representatives and the Senate. This law was discussed in Feburary of 1936 and adopted almost unanimously, and became effective from the 22nd March of that year. It is decided by this law that not only the openning of factories, but also that of stores should be strictly controlled by the government.The third section will analyse the arguments of renewal of Loi Le Poullen which arrived an end on March 1939 after two year's activities. Almost all the interested groups were agreed with it's renewal. The author examines the opinions of the professionnel associations of French shoe industry, National Economic Council and the Ministry of Commerce.The fourth and the last section will be an examination of the real effects of the Loi Le Poullen. Analysing the documents deposited at National Archives at Paris, the author makes it clear that this law was very effective to controll the production and the sale of French shoe industry. This law succeeded to prevent the sudden fall of the prices of shoes in France. But it must be remembered also that this law was very favour to the technical innovations of the industry.

著者

原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.30, no.1, pp.1-41, 1995-04-30 (Released:2009-11-06)

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During the period W.W. II, due to the capital assistance of the Marshall plan France experienced a high rate of growth. Productivity missions that were dispatched from France to the United States played a very important role in this growth.The purpose of this paper will be to analyze the role of the French productivity missions to the United States. This analysis will inclued 4 sections. Section I will be an analysis of the organization of these missions. In this section, I will present a clear analysis of the impetus behind the actions of the missions, the 3 different forms that the missions took, and the participants in the missions themselves.The second section will include a look at the origin of the missions, the preparations for the missions and their activities in the US. The contents of this section are based on an interview that I conducted in 1992 with R. Donn. R. Donn was the person at the French embassy in Washington DC engaged in bringing the missions to the US. According to Mr. Donn, plans to visit the US were initiated by the French side. This section will also include a look at the process by which the missions, with the aid of American capital assistance, were realized.The third section will include an analysis of the actual condition of American management that the productivity missions saw. In this section, I will describe the American management methods that appeared in the reports of the missions, American management that was observed by the missions and the American management as was seen by the laborers. Each participant praised the American management system as being very efficient.The fourth section will be an examination of the changes that the missions brought about in France's economy and management. According to ananalysis of the results of a survey of the managers who participated in the productivity missions, many of them after returning to France, applied what they had learned in the US. The missions were very fruitful.As a next step, it would be interesting to analyze, one by one, how the techniques that the industries that participated in the missions learned were applied in each instance.

著者

原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.28, no.1, pp.1-40, 1993-04-30 (Released:2009-11-06)

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In this paper, the author describes the adoption of the “Taylor System” by the Pont-A-Mousson Company, a representative French manufacturer of iron tubes and other iron products.With the help of the Saint-Gobain Pont-A-Mousson Archives (25, rue de la Valée Maillard, 41000 Blois, France), it is possible to trace the efforts of this company to rationalize their production system.This paper is composed of three sections. The first section analyses the rationalization efforts of the company in the 1910s. Pont-A-Mousson asked the Morinni consulting company of Paris to suggest methods of rationalizing the production system. Morinni submitted a report concerning (a) worker's attitude and discipline, (b) the card system, (c) work time, labour and materials and (d) methods of bolt production.The second section examines the missions of company engineers sent to the United States in the 1920s in order to study the American “Taylor System”. Upon their return, these engineers improved the company's production system, and generated savings in production costs.The third section deals with the slowdown of the pace of rationalization in the 1930s. In this decade, the Bedeaux consulting company of Paris tried unsuccessfully to sell their system to Pont-A-Mousson.The Pont-A-Mousson company was very enthusiastic in adopting the American production system and we may conclude that their efforts produced significant results.

著者

原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.24, no.1, pp.32-55, 1989-04-30 (Released:2009-11-06)

著者

原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.22, no.4, pp.83-90, 1988-01-30 (Released:2010-11-18)

著者

原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.22, no.1, pp.30-61, 1987-04-30 (Released:2009-11-06)

著者

湯沢 威 原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.16, no.1, pp.88-94, 1981-04-30 (Released:2009-11-06)

著者

原 輝史

出版者

経営史学会

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.12, no.2, pp.28-48,ii, 1978-03-15 (Released:2010-11-18)

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Shop Management, one of the most important works of F.W. Taylor, was translated into French by Henry Le Chatelier in 1907. The Principles of Scientific Management was also translated into French in 1912.The French business circles were so much interested in this new system of labour management that French scholars wrote many articles on this subject. Charles Fremont, for example, showed in his article of 1913 the origin of chronometry in France. According to him, it was in 1688 that the chronometry was already applied in the military work in France for the first time. He wanted to show French originality in chronometry.On the other hand, trade union leaders protested violently against the application. of this new system to French industries, so that the Taylor System was not easily accepted by French laborers.According to H. Le Chatelier, the application of Taylor System failed in France because the French society lacked the common sense (Le Bons Sens) which prevailed in U.S.A.

著者

原 輝史

出版者

学術雑誌目次速報データベース由来

雑誌

経営史学 (ISSN:03869113)

巻号頁・発行日

vol.31, no.3, pp.1-46,1, 1996

著者

原 輝史

出版者

早稲田商学同攻会

雑誌

早稲田商学 (ISSN:03873404)

巻号頁・発行日

no.282, pp.p851-868, 1980-03