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Thomas Midgley and the Politics of Industrial Research

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  • Leslie, Stuart W.

Abstract

The conventional distinctions between “practical” and “scientific” research and development can be misleading. The experience of Thomas Midgley, Jr., at the General Motors Corporation in the three decades before World War II, and especially his critical role in the development of “antiknock” gasoline additives, freon refrigerant, and synthetic rubber, illustrate this fact. Dr. Leslie demonstrates that the management of corporate research and development, especially as that management affects uniquely talented individuals whose interests do not necessarily reflect the immediate needs of the company as seen by management, is basic to success. To solve such problems as they arose, Charles F. Kettering, himself a sympathetic scientist as well as distinguished inventor, worked closely with chief executive Alfred P. Sloan, whose genius for solving managerial problems matched the scientific genius of the most brilliant men in the General Motors laboratories.

Suggested Citation

  • Leslie, Stuart W., 1980. "Thomas Midgley and the Politics of Industrial Research," Business History Review, Cambridge University Press, vol. 54(4), pages 480-503, January.
    • Handle: RePEc:cup:buhirw:v:54:y:1980:i:04:p:480-503_04
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    Cited by:

    1. Naomi R. Lamoreaux & Kenneth L. Sokoloff & Dhanoos Sutthiphisal, 2008. "The Reorganization of Inventive Activity in the United States during the Early Twentieth Century," NBER Chapters, in: Understanding Long-Run Economic Growth: Geography, Institutions, and the Knowledge Economy, pages 235-274, National Bureau of Economic Research, Inc.

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