Baba Anthropology and Business

Anthropology and Business: Influence and
Interests*
Marietta L. Baba
Abstracts
The premise of this article is that the expansive domain of business, as
expressed in its market-transaction based, organizational, and
institutional forms, has influenced the development or making of
anthropology as a discipline and a profession for the better part of a
century (i.e., since the 1920s). The influences were reciprocal, in that
making anthropology played a role in forming the industrial order of the
early 20th century and established precedents for the interaction of
anthropology and the business domain that continues into the
contemporary era. Anthropologists acknowledge that the time has come
for our discipline to attend to business and its corporate forms and
engage them as legitimate subjects of inquiry (Fisher and Downey 2006;
Cefkin 2009; Welker et. al. 2011), and this suggests that it would be
prudent to examine the ways in which business is focusing upon
anthropology, and the potential implications of such attention.
Throughout this article, the term business will refer to private firms as
members of an institutional field, meaning organizations that in the
aggregate, constitute a recognized area of institutional life (; i.e., the
totality of relevant actors; Bourdieu 1971; DiMaggio and Powell
1983:148). Over time, this field has attracted prominent academic
researchers (as will be discussed herein), who may become intellectual
suppliers to businesses, and thus part of the field. Therefore, the term
business may include any organization or individual that is part of the
field, including academic suppliers (see also discussion section). To
*An earlier version of this paper was presented at the 110th Annual Meeting of
the American Anthropological Association in Montreal Canada (2011), entitled
Business, Organizational and Institutional Anthropology: A Century of
Anthropology in the Making.
Page 1 of 52
JBA 1 (1): 20-71
Spring 2012
The Author(s) 2012
ISSN 2245-4217
www.cbs.dk/jba
Baba / Anthropology and Business: Influence and Interests
reflect the scope and complexity of the institutional field, the term
domain of business may be used interchangeably with business.
Keywords
Business anthropology, industry, institutions, organizations
Rules and rule-makers are necessary to order, and
therefore to human freedom. Business as a rule-maker,
accordingly, stands high in responsibility among human
institutions, as a source of goods and services, to be sure,
but also as source of order and of freedom.
Beardsley Ruml, Tomorrows Business, 19451
Introduction
The early period in which anthropologists engaged directly with the
business domain in the United States (1920-1960) often is dismissed as
a marginal or failed effort from which little can be learned (e.g., see
discussion in Welker et. al, 2011:55). Yet, during this early period of
high activity, anthropologists, both academics and practitioners,
established the foundations for many of our contemporary engagements
with (and dilemmas concerning) capitalist enterprise, including
ethnographic practice in consumer research, anthropologicallyinformed consultancy in advertising and design, corporate ethnography,
as well as critical reflections upon anthropology and business (Eddy and
Partridge 1978; Easton 2001; Mills 2006). Further, during this early
period, anthropological engagement with business interests and those
of the State set in motion patterns of interaction that became
institutionalized over the century and gradually defined anthropology
as a discipline.
It is worthy of note that American business interests had an
influence on European anthropologists and institutions during this same
early period, especially the 1920s and 1930s, through philanthropic
funding of ethnographic research in the colonies, a subject that has been
explored in the mainstream disciplinary literature (Goody 1995;
Stocking 1995; see also Mills 2002). It is seldom that the two streams of
transatlantic business influence and interest with respect to
anthropology that in the United States and that in Europe, especially
Great Britain during this early period are examined in parallel and
with respect to global intellectual networks in anthropology that formed
Beardsley Ruml, PhD University of Chicago, was director of the Laura Spelman
Rockefeller Memorial from 1922 to 1929, when this private foundation was
redirected from its initial mission of social welfare toward a new purpose of
establishing an empirical foundation for the social sciences.
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Journal of Business Anthropology, 1(1), Spring 2012
both as a stimulus to such interest and as a consequence of it.

Discussions of the early period often fragment history into particles that
segregate business and industrial anthropology in the United States
from colonial anthropology under the British.
It is curious that more attention has not been devoted to
understanding the global patterns of institutional influence that led to
early encounters between anthropology and business on both sides of
the Atlantic, including interactions among corporations, private
foundations, governments, academic institutions, and individuals during
the early 20th century. This article will suggest that dynamic
relationships among these actors reflected an effort to achieve the
national and international agendas of early 20th century capitalist elites,
with the making of anthropology2 playing a significant role.
There are advantages to examining the early period of
anthropology and business engagement in comparison to the more
recent period of intensive involvement: i.e., circa 1980 to the present.
Probably the most important advantage is temporal distance that
permits placement of our subject in a larger historical and social
context, and time for deeper understanding. There have been numerous
studies by historians and members of ours and other disciplines on the
business elites and academic disciplines of that era, including re-studies
of archival and experimental records (e.g., Kohler 1978; Bulmer and
Bulmer 1981; Kohler 1987; Gillespie 1991; Kuklick 1991; Goody 1995;
Stocking 1995; Mills 2002, 2006). These provide multiple points of view
on the context and role of anthropology and its relationship to business
and other disciplines. Also, the fact that we are not as directly entangled
in the specific issues and debates of the early period, provides us with a
relatively less compromised vantage point from which to contemplate
our forebears. History may gain for us the kind of cultural distance
that enables juxtaposition and thereby makes the familiar just strange
enough to lessen the risk that we will continue to reproduce that which
we thought we had set aside.
In this article whose larger purpose is to introduce the new
Journal of Business Anthropology, we will explore three themes related
to the early period of business and anthropological engagement: first,
the interrelationships among anthropological and business interests in
the United States and Europe during the 1920s through 1940s as part of
the making of anthropology as a social science discipline during that
period; second, the contextual factors that shaped these relationships
The construct making anthropology is understood to reflect the force of a

selected set of influences shaping the discipline and related professions of
socio-cultural anthropology during its formative years, not in some totalizing
manner but in the sense of a significant set of factors among others.
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and some of their consequences for various parties; and third, the
implications of such patterns and relationships that continue to have
relevance to our discipline in the present.
Business in its economic, organizational and institutional forms

For the purposes of this article, business is not conceived of as a
singularity, but as a form of human endeavor that is richly diverse in
representational dimensions, including the economic, organizational
and institutional. Business in its economic form is conceptualized in the
broadest sense as trade, commercial transactions or engagements (e.g.,
buying and selling of goods and services in the marketplace, and
organized economic activities attendant to such practices [Oxford
English Dictionary 2011 online version3]). Anthropologists have longstanding interests in economics to the extent of establishing a subfield of
economic anthropology whose literature is fundamental to the
anthropologies of business (Wilk and Cligger 2007). Since globallyintegrated business systems have extended their reach to humanity in
virtually every community around the world, anthropologists have
acknowledged economic and market activity as specifically connected to
the business and corporate realms which organize such endeavors, and
the study of these phenomena is entering the mainstream of disciplinary
anthropology (e.g., see Fisher and Downey 2006; Ong and Collier 2006;
Welker et. al. 2011).
An important reason why globalization brings business and the
corporate form to the foreground is that global market transactions are
more likely to be pursued or conducted by formal organizations that are
required to manage the complexity of trade integrated on a worldwide
scale (theoretically, bringing transactions inside a firm reduces
transaction costs [Williamson 2005])4. Firms (e.g., companies,
corporations, partnerships) are embedded within and across societies,
and during the late 20th century they emerged as powerful institutional
actors, whose influence reaches beyond the marketplace and into
virtually every aspect of modern life (Scott 2001). The increasing power
of business in society stimulates diffusion of business-oriented rules,
norms and constructs into society and academia (e.g., the anthropology
of finance, audit culture, consumption studies - all find their origins
in the worlds of business).
In recent years, organizational science has more or less
abandoned the notion of studying organizations in isolation from other
3Accessed
November 24, 2011

Such an arrangement requires the presence of a business firm to govern the
internal agents conducting the transactions.
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social phenomena, and has been examining them through the lens of
new institutional (or, in economics, neo-institutional) theory (Menard
and Shirley 2005; Scott 2008). While there is no consensus on new
institutional theory across the social sciences, business organizations
(along with individuals and nation-states) classically have been viewed
as the principal institutional actors (a social actor with interests and
agency); organizations may hold coercive power over individuals, while
nation-states may compel organizations. Businesses as social actors
often are significant forces in field sites that are of interest to
anthropologists.
New institutional theory specifically is an approach which
suggests that organizations such as businesses are socially constructed
and involved in an arena of social or cultural production and the
dynamic relationships among them (DiMaggio 1979:1463). Pierre
Bourdieu (1971, 1984), an influential theorist in contemporary
anthropology, contributed significantly to the foundational construct of
the institutional field, one of the most important ideas in new
institutional theory (Scott 2008:183). Viewing business from a new
institutional perspective renders it a scholarly field of interest and
inquiry that has brought about a shift in our disciplinary perspective,
from that of business as an external and potentially hostile other with
which anthropologists have had an arms length relationship, to that of
business as part of a larger macro-social reality, and within which
anthropologists may hold engaged positions (Cefkin 2009; Welker et. al.
2011). Due to this evolving situation, the domain of business now is
being recognized as deserving of our understanding, interpretation, and
critical assessment, yet this dawning awareness brings its own
quandaries with respect to positionality and ethics, some of our
disciplines major issues at this time.
Each of these conceptions of business - economic transactions
integrated across the globe; organizational actors endowed with
governance systems; institutions engaged in an arena of social and
cultural production will be engaged to examine interactions with early
and mid-20th century anthropologies. We will investigate how and why
the interaction began, where it led, and what may be its significance for
the present.
The construct business anthropology
Attention here is not focused on categorical definitions of business
anthropology or business anthropologist.5 Just as there are many
5As
a heuristic for the general reader, the term business anthropology may be
considered to be inquiry or practice within the business domain that is
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anthropologies, there are many business anthropologies or

anthropologies of business. One point of our complicated history is that
multiple forms of the phenomena glossed as business anthropology
have emerged and are evolving over time, and their contours and edges
may overlap or become blurred in a manner that makes separation of
one genre from another difficult or counterproductive (although that
does not mean that attempts to do so have ended). For example, the turn
to critical anthropology over the past two decades, together with a surge
of interest in capitalism within the discipline (Blim 2000), has
engendered a literature of critical reflection upon anthropological
engagement with business and corporations, including that by authors
who currently practice or have practiced inside companies (e.g., see
Fisher and Downey 2006; Cefkin 2009; Suchman forthcoming). Whether
or not these writings represent business anthropology may not be the
most salient question; rather, this literature must be included in any
consideration of the field of anthropology and business.
Anthropology and business: our legacy of theory and practice

The received view of anthropologys relationship with the domain of
business usually begins with Western Electrics Hawthorne Project
(1927-1932) and the subsequent rise (and fall) of Elton Mayos Human
Relations School, with numerous anthropologists and others
contributing to this project (Eddy and Partridge 1978; Burawoy 1979;
Holzberg and Giovannini 1981; Schwartzman 1993). These activities not
only initiated studies of human and social behavior in corporations, but
also launched anthropologically-oriented studies of consumption,
branding and advertising through the successful spin-off of a consulting
firm by anthropologists at the University of Chicago (i.e., Social
Research, Inc.; see Eddy and Partridge; Easton 2001). The spin-off
company was able to form and succeed when the center of empirical
research in social science shifted from Harvard to the University of
grounded in anthropological epistemology, methodology and/or substantive
knowledge. It is worthy of note that a cultural-cognitive category glossed as
business anthropology probably was in use during the early period of
business and anthropology engagement (1920-1960), since at least one
occurrence of the term was identified in a search of five major journals in
anthropology published between 1940 and 1960 (the Society for Applied
Anthropology was created in 1941). The journals included American
Anthropologist, Annual Reviews in Anthropology, Anthropological Quarterly, The
Applied Anthropologist (later Human Organization), and Current Anthropology.
At least one article was identified that contained the term business and
industrial applied anthropology (see Nash, Manning. 1959. Applied and Action
Anthropology in the Understanding of Man. Anthropological Quarterly
32(1):67-81.).
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Chicago, attracting anthropologists including Radcliffe-Brown, Warner,

Burleigh Gardner who started-up the firm, and others (Gillespie
1991:254).
The recounting of these events may mention transatlantic ties
between Hawthorne era researchers such as Elton Mayo and W. Lloyd
Warner and British social anthropologists Bronislaw Malinowski and A.
R. Radcliffe-Brown (e.g., see Partridge and Eddy 1978; Schwartzman
1993). Gillespies (1991) re-study of the Hawthorne Project is especially
thorough in detailing connections between Hawthorne researchers and
British social anthropologists.6 These scholars were linked together by
intellectual interests in the empirical study of social phenomenon, which
represented a new wave of social science contrasted with previous
scholarship oriented toward archival records and philosophical
arguments. They also shared a framework of ideas related to
functionalist theory that may be traced to the French sociologist Emile
Durkheim (Harris 1968; Goody 1995). Functionalism, the theoretical
basis of social anthropology at that time, is one of the oldest ideas in
social science, relying upon an organic analogy to understand
relationships in society. Radcliffe-Browns structural-functionalism
drew from Durkheims notion of solidarity to suggest that social
systems display a sort of unity in which all parts work together with
a sufficient degree of harmony or internal consistency: i.e., without
producing persistent conflicts which can neither be resolved nor
regulated (Radcliffe-Brown 1952:181; c.f., Harris:1968:515-16). Early
studies by Malinowski did not differ much from the Durkheimian notion
of function, while his later work was influenced by Freud, and he
developed the idea that individual bio-physical needs were satisfied
within the social organism via institutions and symbolic projections.
These ideas were foundational in the theoretical work of Elton Mayo
and W. Lloyd Warner (Gillespie 1991), and are reflected in the close
Malinowski established a personal friendship with Mayo on his way from
Melbourne to the Trobriand Islands (Mayo was based at the University of
Queensland in Brisbane). It may have been Malinowski who convinced Mayo to
leave Queensland by cajoling him to visit Melbourne and write a book (Gillespie
1991:98). Radcliffe-Brown recruited Warner to doctoral studies in
anthropology on a visit to Berkeley where Warner was a student, and R-B
subsequently became Warners adviser in Australia (the two men also
overlapped at the University of Chicago, where R-B lectured between 1931 and
1937 [see for references Baba 2009b; see also Partridge and Eddy 1978]).
Warner met Mayo when the former was appointed as an Instructor at Harvard
following his fieldwork in Australia, and sought out Mayo in the Business
School hoping to find funds to support a community study (Gillespie 1991:155).
The role of Australia as a meeting point in the development of these networks
has been noted in the history of the Hawthorne Project by Gillespie (1991).
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relationships established among these four individuals, particularly

between Radcliffe-Brown and Warner and between Malinowski and
Mayo.
Anthropology and business: the financial nexus
What typically is not captured in historical narratives of our legacy is the
full extent of the linkages among the aforementioned social actors on
both sides of the Atlantic, and especially the social and economic context
for these connections. If the framework of our early history is expanded
to include its financing - where the funding came from, what motivated
its trajectory, how funding policies emerged and what they signified
intellectually - some interesting issues emerge that have bearing upon
the present. The role of Rockefeller philanthropy in the history of
anthropology has been discussed previously (Stocking 1995, Goody
1995, Mills 2002); however these accounts do not examine the
background against which the Rockefeller Foundation made decisions
as an organization, nor do they fully explore the implications of the
funding patterns in anthropology, including their consequences for
anthropological practice.
One of the interesting aspects of the four careers mentioned
previously (i.e., Malinowski, Mayo, Radcliffe-Brown and Warner) was
their shared experience with a specific funding source, including both
the Laura Spelman Rockefeller Memorial (hereafter referred to as the
Memorial) 7 and other branches of the Rockefeller philanthropies (e.g.,
the Division of Studies). In the literature, much attention has been given
to the Memorial, and this is warranted considering the magnitude of its
financial contributions. Under the directorship of Beardsley Ruml
(1922-1929), $21 million for social science research was disbursed by
the Memorial. More than half of this amount went to just five
institutions - Chicago, Columbia, the Brookings Institution, the London
School of Economics (LSE), and Harvard (Bulmer and Bulmer
1981:386). Each of the principal figures in the early history of
anthropology and business were affiliated to at least one of these
institutions (Warner and Radcliffe-Brown at Chicago, Malinowski at LSE,
The Memorial was created in 1918 in memory of the wife of John D.

Rockefeller. Sr. (Laura Spelman Rockefeller) following her death in 1915. It was
initially capitalized with $74 million, and expended $50 million over the 11
years of its existence, after which its operations were consolidated into the
Rockefeller Foundation proper. After this point, a further $10 million were
given by it to the Spelman Fund in New York to pursue specialized work in
public administration; these efforts were separate from the Memorial (Bulmer
and Bulmer 1981:351).
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and Mayo at Harvard).8 However, it is also important to recognize that

the Memorial was not the only Rockefeller entity supporting
anthropology during the early period. The Rockefeller Foundation and
its Division of Studies provided a five year grant to the Australian
National Research Council for anthropological research in the region, to
include both social and biological anthropology (Kohler 1987:156-58).
This funding benefitted Radcliffe-Brown during his five year stint as
Chair of Anthropology in Sydney between 1926 and 1930 (Stocking
1995:340-341). Overall, this funding record suggests that Rockefeller
philanthropy provided significant financing associated with the early
field research and academic appointments that in one way or another
are connected to the historical roots of relationships between
anthropology and the business domain, not only in the United States, but
elsewhere around the world (i.e., Rockefeller funding supported
fieldwork in Africa as well as Australia). This financial support is all the
more significant because there were virtually no other substantial
sources of funding for social science research available at that time
(Goody 1995, Stocking 1995). Government funding for research was
non-existent, universities were poorly equipped to support social
science research, and other foundations did not support social science
inquiry (with the exception of Russell Sage, which funded survey
research [Bulmer and Bulmer 1981]).
In the 1920s, several forces converged toward creating a
favorable climate for support of social science research (Bulmer and
Bulmer 1981, Kohler 1987). Prior to the 1920s, private foundations had
not shown much interest in funding university-based research, as
academic scientists were viewed as individualistic in their interests and
not oriented toward pursuit of the social goals that animated
philanthropists (e.g., public health, education, social welfare [Kohler
1987]). At the same time, university researchers were wary of
interference from private research sponsors. World War I had altered
these perceptions, as academics and foundation personnel worked
together and formed relationships that built trust. The National
Research Council (NRC) emerged as an intermediary through which
foundation funds could be provided to university researchers by a
mutually agreeable model. The foundations goal would be to develop
the larger community of science, and academic researchers would be
protected from interference by private sponsors (Kohler 1987:140142).
These developments had an influence on social science
disciplines. The rise of the natural sciences championed by the NRC
Gifts from the Rockefellers helped to establish the University of Chicago, the
Harvard Business School (the base from which Mayo conducted his research)
and the Brookings Institution (Bulmer and Bulmer 1981; Gillespie 1991).
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created pressure for a similar pathway in social science, and some fields
followed suit with efforts to take a more rigorous (positivist) approach
(statistics, psychology, economics, sociology [for discussion on sociology
see Ross 1991:247-256]). Some prominent scholars believed that social
science would develop along the lines of natural science, ultimately
enabling prediction and control of human and social phenomena. A
more rigorous approach to social science also was more expensive.
Funds were needed to support fieldwork, statistical documentation and
analysis, equipment, and assistants to engage in the more routine tasks.
However, neither universities nor governments offered funds to
underwrite the cost.
The most important source of funding for social science research
in the 1920s was the Laura Spelman Rockefeller Memorial, mentioned
previously. Its strategy for funding social science was developed by
Beardsley Ruml, a psychologist who received his PhD from the
University of Chicago. During World War I he had been assigned to
devise psychological tests for the military, one of the first instances of
applied psychology in the United States. Ruml entered the scene when
the Memorials leadership determined that its record of accomplishment
was not sufficiently distinguished, and the management began a search
among their philanthropic networks for a suitable director.9 Ruml, who
was then employed as an assistant to the President of the Carnegie
Corporation in New York, was known as a bright and capable idea man
who would be able to re-conceptualize the trajectory of the Memorial.10
He was appointed its Director in 1922.
Ruml had considerable autonomy in developing and
implementing his ideas for re-directing the Memorial, provided that
these ideas were approved by key Memorial trustees with the
confidence of John D. Rockefeller Jr., who also was president of the
Memorial but did not engage in day-to-day affairs. Two trustees in
particular were critical Arthur Woods, the acting president of the
Memorial until 1929, who also was a vice-president of the Colorado Fuel
and Iron Company (significance to be discussed below), and Raymond
Fosdick, another trustee, one of Rockefeller, Jr.s closest advisers.
Fosdick was a Wilsonian democrat who was sympathetic to social
The Memorial was administered from the offices of John D. Rockefeller, Jr.
Ruml later became Dean of the newly reorganized Division of Social Sciences
at the University of Chicago in the 1930s, and it was one of the faculty seminars
devoted to problems in the social sciences held within this division that
provided the basis for Radcliffe-Browns lectures on social anthropology theory
that ultimately were published posthumously as A Natural Science of Society;
Eggan 1957.
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science and backed most of Rumls proposals (Bulmer and Bulmer

1981:359). Ruml ran the Memorial as a small, entrepreneurial
organization in which he was closely involved in all of the major
decisions. He retained highly centralized responsibility and control in
management, and his influence with the key trustees endowed him with
substantial power in directing the Memorials resources. Rumls early
Report on scientific research for 1919-1922, written soon after his
arrival in 1922, signaled the direction in which he intended to move (c.f.,
Bulmer and Bulmer 1981:361):
Such research (i.e., scientific) has had rather immediate
relations to measures of human welfare. The Memorials
interest in scientific research is essentially humanitarian,
having as its foundation a belief that knowledge and
understanding of the natural forces that are manifested in
the behavior of people and of things will result concretely
in the improvement of conditions of life.
This statement indicates that Ruml intended to honor the Memorials
standing commitment to humanitarian goals and human welfare, while
at the same time suggesting that these goals could best be achieved if
greater attention were given to scientific research as a foundation for
understanding the forces underlying the behavior of people. This was a
controversial argument, not only because Rumls intention would divert
funds from the direct support of social welfare (e.g., aid for the needy),
but because he was aligning with other forces that envisioned the social
sciences as developing in parallel with the natural sciences. As Bulmer
and Bulmer (1981:363) note:
The purpose of developing a body of fact and principle to be
utilized in the solution of social problems would in no sense be
an exclusively academic interest in the advancement of social
theory and social philosophy. It would be a practical interest in
human welfare, in the furtherance of which the development of
the social sciences was an essential means to that end.
The Memorials goals for the future of social science were to become
significant in the later intellectual and practical development of
anthropology, particularly as these relate to anthropologys
relationships with business, as we will discuss shortly.
The context of the Ludlow incident

There was yet another aspect of controversy that created a delicate
situation for Ruml. Previously, the Rockefeller Foundation had
attempted to support a specific line of social science research that ended
30
in a political and public relations debacle, forcing the Foundation to

withdraw from the project. To gain perspective on this latter situation
requires a digression. The Ludlow incident, sometimes referred to as the
Ludlow Massacre (the quotation marks suggesting that its status as a
massacre is contested) took place during a highly compressed time of
rapid industrialization in the United States (1880-1920) when
fundamental areas such as steel, energy, automobiles, and other
consumer durables manufacturing were experiencing expansion and
complex changes in their organization and management, including the
rise of a professional managerial class, both middle and upper
management. In conjunction with these changes, the scientific
management movement and its intellectual leader, Frederick W. Taylor,
were on a mission to dismantle the secret knowledge of craft-based
work through its reorganization in factories, mills and mines, based on
efficiency principles and managerial controls (Taylor 1911, Braverman
1974, Gillespie 1991). The careful assignment of a specific worker to a
specific production task on the basis of skills and/or temperament was
supposed to end the craft-domination of production and also ensure
that workers were more satisfied with their job roles and compensation,
which was to be incentive-based (e.g., by the piece). Craft-based
workers in companies (e.g., miners) resisted these changes, without
much success.
On a collision course, the skilled trade labor unions, especially
the nationally organized American Federation of Labor (AFL), were on a
drive to organize workers in trades across America, but their efforts
were met with strong resistance from companies (Mills 1994). Members
of trade unions regularly went on strike against their employers, and
violence sometimes broke out. These strikes were not legal, and
violence often occurred as union members clashed with private security
guards, state militia, and even federal troops. Sometimes, people were
killed in these struggles. Prior to the Great Depression of the 1930s,
American workers did not have a federal law granting them the right to
form a union, so employers could have workers arrested and charged
with crimes such as conspiracy. The involvement of political radicals
(e.g., socialists, communists, anarchists) in some unions heightened
tensions with business managers and executives.
One of the most notorious and violent clashes involving an effort
to organize workers into a union was the Ludlow Massacre. A strike
for improved wages, better working conditions and union recognition
erupted into violence on April 20, 1914 at the Rockefeller-controlled
Colorado Fuel and Iron Company (C&FI) in southern Colorado when
state militia and company police opened fire on the miners tent camp
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(Gillespie 1991:23).11 Several people were killed in the clash, including

two women and eleven children who suffocated in a pit dug under their
tent during a fire storm. John D. Rockefeller Jr. was publicly blamed for
the deaths, a situation that appears to have haunted him for many years
afterwards.
The public outrage that followed this incident and an
investigation by the U.S. Commission on Industrial Relations are worthy
of note for two reasons. First, they point toward a shift in public
attitudes regarding large corporations and their relationships with
other stakeholders in society; and second, they suggest a serious issue
facing the Rockefellers and other public figures whose moves were
scrutinized critically by the press, the public and politicians.
The first point illustrates one of the trends in the Progressive Era
toward critiques of corporate excess (sometimes ignited by
muckraking journalists) and reforms aimed at curbing the more
egregious practices of bare-knuckled capitalist competition. This was
the period during which Congress enacted the first anti-trust laws to
ban certain forms of monopoly that were defined as illegal (i.e., the
Sherman Anti-Trust Act of 1890). Business executives became aware of
the negative consequences of public opinion, and began to court public
favor, in part to avoid anti-trust action (Brody 1980:51). The
Rockefellers Standard Oil Company did not escape an anti-trust breakup by the US Supreme Court in 1911. However the Rockefellers later
endeavored to address the concerns of the public and Congress with
respect to the Ludlow incident through various actions, some of which
were accepted while others failed to win approval.
Among the failed attempts, the one that is central to our
purposes in this article was an action taken through the newly formed
Rockefeller Foundation (RF).12 In the aftermath of the Ludlow incident,
the economic research division of the RF called upon William L.
McKenzie King, a Canadian politician and expert on industrial relations
to formulate an industrial relations plan for CF&I and to conduct a
detailed study of the entire field of industrial relations.13 This action by
the RF was a failure, however, as labor leaders and Congressional
Rockefeller interests owned a controlling share the Colorado Fuel and Iron
Company, which was managed by John D. Rockefeller, Jr. from his office in New
York (Zinn 1990).
12 The Rockefeller Foundation was established in 1913 in the state of New York
as a means to accumulate the wealth of John D. Rockefeller, Sr.
13 Industrial relations was an emerging area of professional specialization that
paralleled the rise of industrialization. It rationalized labor relations policy
through the development of a professional group of managers whose careers
were dedicated to labor-management relations, underpinned by research and
publications, college-level courses, and professional organizations (Gillespie
1991:16-17, 28-30).
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liberals reacted angrily, charging that the RF was a vehicle for the
familys private interests (Bulmer and Bulmer 1981:350).14 The
Rockefellers already had been unsuccessful four years earlier in their
efforts to have their Foundation incorporated by the U. S. Congress due
to charges that such foundations were built on the ill-gotten gains of
robber barons and that philanthropic programs would be used to
undermine the democratic process (Gillespie 1991:23). The plan to
work with W. L. McKenzie King only exacerbated Congressional
suspicions, leading the US Commission on Industrial Relations to call in
John Sr. and his son to answer questions about the independence of the
Foundation. These events had a profound influence on the RF and John
Jr., as they made clear that grants involving controversial subjects
required judgment by competent and clearly independent bodies. It also
chilled the atmosphere at the RF for further investigations in the area of
social science, and all such investigations were discontinued by 1920
(Bulmer and Bulmer 1981).15
The context of industrial welfare

The prosperity of the 1920s encouraged more progressive business
leaders to advocate for a regime of industrial welfare as a means to
ameliorate workplace strife and achieve peace that would facilitate
higher productivity and profits. This early form of welfare capitalism
(i.e., a welfare regime that relies upon market forces [Esping-Andersen
1990:22]) engaged corporations in providing for the well-being of each
Ultimately, John Jr. brought Mackenzie King to CF&I to establish an
industrial democracy plan with grievance mechanisms, employee
representation, wage guarantees and fringe benefits (Burawoy 1979:234).
15 The Rockefellers were resilient in their efforts to respond to public opinion,
and John Jr. especially appears to have been inspired to find a way to redress
the grievances of Ludlow. He began to lecture around the country on the
subject of an employee representation plan introduced at the CF&I Company in
the aftermath of the bloody miners strike. Such plans gave employees a voice in
determining their working conditions and the adequacy of mechanisms for
uncovering and adjudicating grievances within the company (although not
allowing formation of a union [Brody 1980:55-56]). This was a capitalist form
of industrial democracy which was widely praised as the United States moved
onto a war footing in World War I and the Federal government urgently desired
industrial peace for war production. The US government adopted a variant of
this idea; in over 125 cases, the War Labor Board ordered companies to install
shop committees along the lines described by Rockefeller Jr. A number of large
companies voluntarily introduced such plans in 1918-19, and after the war
crisis, 317 companies joined the movement by which working people elected
their fellow workers to represent them to management (Brody 1980:55).
14
33
companys employees and their families. The enlightened self-interest of

this ideology held that an employee whose immediate material needs
and future family responsibilities were assured by the company would
be more productive, more likely to be retained in the firm, and less
likely to be swayed by union arguments (Brody 1980:52-53). The
ideology also responded to adverse public opinion regarding robberbarons and greedy capitalists, and tried to persuade the public not only
with words but with a visible transference of some portion of wealth to
the working class.
John D. Rockefeller, Jr. was one of the leading proponents of
industrial welfare policy. He espoused the belief that industrial strife
was the result of a lack of understanding between the various parties to
production, and espoused the philosophy that, instead of conflict,
industry leadership should treat workers as human beings:
It follows, therefore, that the relations of men engaged in
industry are human relations. Men do not live merely to
toil; they also live to play, to mingle with their fellows, to
love, to worship. The test of success of our social
organization is the extent to which every man is free to
realize his highest and best selfIf in the conduct of
industry, therefore, the manager ever keeps in mind that
in dealing with employees he is dealing with human
beings, with flesh and blood, with hearts and souls; and if
likewise the workmen realize that managers and investors
are themselves also human beings, how much bitterness
will be avoided).
Rockefeller (1916:21; cf Burawoy 1979:234)
Industrial welfare programs included not only employee representation
as the most idealistic benefit (see for description footnote 19), but
material enhancements such as stock purchasing plans, homeownership plans, pensions, insurance against accidents, illness, old age
and death, as well as improvements in plant conditions and safety,
medical services and visiting nurses, sports teams and classes, land for
gardening, and assistance to working people for various problems. The
welfare programs of the 1920s were considered to be effective although
expensive, as the drive toward unionization that had once been so
compelling for trade skilled workers in the Progressive Era now seemed
to stall, and union membership finally failed to make any headway
during the 1920s. It seemed that management had discovered a means
to draw workers closer to them, a means that granted management full
authority over the terms of employment. This means was based on an
emerging field of industrial psychology, pioneered by the scientific
management of Frederick Taylor with his time and motion studies, and
34
carried on in practice by industrial relations professionals. Industrial

welfare (or welfare capitalism as it came to be known later on) was at
its height during the 1920s, when Beardsley Ruml was devising his
strategy for funding the social sciences. Yet, there was no systematic
empirical foundation for the welfare programs enacted by corporations,
and therefore these programs tended to be designed and implemented
on an ad hoc basis, with features that did not vary consistently with
circumstances.
Rumls strategy to institutionalize social science research

The Laura Spelman Rockefeller Memorials project to support social
science research did not follow strictly the model established by the
National Research Council with its scientific advisory committees.
Rather, the Memorials approach was modified by the entrepreneurial
action of Beardsley Ruml, whose strategy was set forth in an important
Memorandum to the Memorial trustees in 1922. In this policy document,
Ruml proposed to allocate $20 million over a ten year period to a
program that would make a substantial and permanent contribution to
human welfare and that would deal with fundamental social issues not
for their own sake but to produce results (Bulmer and Bulmer 1981:362;
emphasis added). The Memorandum stated:
An examination of the operations of organizations in the
field of social welfare shows as a primary need the
development of the social sciences and the production of a
body of substantiated and widely accepted generalizations
as to human capabilities and motives and as to the
behavior of human beings as individuals and groups.
Under the term social sciences we may include sociology,
ethnology, anthropology, and psychology, and certain
aspects of economics, history, political science and
biologyAll those who work toward the general end of
social welfare are embarrassed by the lack of that
knowledge which the social sciences must provide. It is as
though engineers were at work without an adequate
development in the sciences of physics and chemistry, or
as though physicians were practicing in the absence of the
medical sciences.
(Ruml, Memorandum 1922:9-10; cf Bulmer and Bulmer
1981:362).
Rumls Memorandum was clear in its intent to develop a body of social
fact and principle not solely for academic interest, or the advancement
35
of social theory and philosophy, but because of a practical interest in

human welfare and the need to further develop the social sciences as a
means toward that end (Bulmer and Bulmer 1981:363). Providing
major support for social science was a departure from the Memorials
purpose, and it could not be justified unless there was a long-term payoff with respect to social welfare. Ruml noted that universities were not
well positioned to support social science research in that their facilities,
equipment and staffing for the collection and tabulation of data were
small, and the demands of teaching left little time for research. Ruml still
believed that universities provided the best auspices for social science
research, but he wanted them to devise means through which to bring
social scientists into more intimate contact with concrete social
phenomena, and to be oriented toward the solution of practical
problems (Bulmer and Bulmer 1981:364).16 One of his innovations was
to propose the concentration of funding in block grants to selected
institutions and permit the institutions and local advisory committees to
make decisions about the allocation of resources to specific projects.
Support of specific projects would not be undertaken by the Memorial,
with the implication that academic institutions, not the Rockefeller
entities, would have decision-making control over the use of funds. Yet,
despite this novel structure, which gave the appearance of
independence, Ruml continued to play a major role in decisions about
funding specific individuals. This may have been possible because of his
advanced training in social science and his role as an applied social
scientist in World War I (which set him apart from other foundation
officials [Kohler 1987]).
Following a survey to identify social science research being
conducted by universities and non-university organizations and the
appointment of an informal committee to advise on choice of problems,
methods of organizing research, and selection of suitable individuals,
Beardsley Ruml began to travel around the United States and Europe
visiting major centers of social science and meeting with its leading
thinkers and actors (Goody 1995). He was particularly interested in
meeting social scientists who were proponents of methodologies that
relied upon rigorous first-hand observation (copying schemes already
In consideration of these aims, some of the principles that would guide the
allocation of funds included the ideas that research was to be conducted by
organizations with continuity such as universities, combined with graduate and
undergraduate teaching to encourage the production of more social scientists,
and support for improvement of scientific publications (Bulmer and Bulmer
1981). Support for scholarships would help to level the playing field between
social science and the other sciences and humanities.
16
36
effective in natural science and medicine), and those who had models
for the practical role of the social scientist, given the disillusionment
that many experienced with moralizing and simple political solutions
common to the 19th century (Bulmer and Bulmer 1981:370-71).
It was during the search for institutions and individuals to fund
that Ruml and his associates met three of the principals who are central
to our narrative (i.e., Malinowski, Mayo, and Radcliffe-Brown), and
decisions were made to provide them with substantial funding for their
institutions and their research. The Rockefeller philanthropies
interacted chronologically in parallel with Mayo et. al. and the British
social anthropologists from 1922/23 up through the 1930s when
Foundation funding for the social sciences ended and transitioned to
other sources. It is of some interest to compare the Rockefeller
interactions with each of these groups as a means to highlight their
relationships.
37
Rockefeller philanthropy and the Human Relations School

The interaction between Rockefeller philanthropy and Elton Mayo
began earliest, in 1922 when Beardsley Ruml met Elton Mayo in New
York, just after the former had become head of the Memorial (Gillespie
1991:101). Mayo, aged 42, was on a one-year leave of absence from the
University of Queensland where he was foundation professor of
philosophy. His interdisciplinary teaching responsibilities at Queensland
had provided an opportunity for him to think broadly about society and
its current problems, and he had set forth his ideas in a short book
entitled Democracy and Freedom (1919). This work was enticing to
Beardsley Ruml and others in his circle, suggesting that the workplace
was the key to social cohesion, thus focusing attention on the problems
of industrial work (ibid:98). Mayos hypothesis was that existing
methods of industrial relations reproduced society-wide class
relationships and hostility, reinforcing class warfare. He blamed
management in part for failing to consult employees in decision-making,
and saw a role for intellectuals such as social scientists in bringing
knowledge-based guidance to the relationship. Mayo had spent time
reading psychology and psychiatry, and had collaborated with a
physician in the use of psychoanalytic techniques on patients in
Australia. He believed that industrial unrest was a manifestation of a
psychological disorder and that psychological and psychiatric
knowledge would be required to treat it. Although the therapy was
unspecified, Mayos ideas paralleled those of other American
proponents of industrial psychiatry that was being developed at the
same time (ibid:99-100). Mayo had met Malinowski at this point and
established a friendship with him, but was not yet reading anthropology.
Impressed with Mayos thinking, Ruml subsequently found a
placement for him at the University of Pennsylvanias Department of
Industrial Research where he could pursue his ideas in companies
around the Philadelphia area. Ruml provided Mayo with an initial grant
of $3,000, not from the Memorial, but from the personal funds of John D.
Rockefeller, Jr., who had taken an active interest in industrial relations
since the Ludlow incident. Mayo made sufficient progress in
Philadelphia that he continued to receive funds from John Jr.s
Committee on Benevolence in 1925 and 1926 - $13,300 to cover his
salary, expenses and personnel. The Memorial trustees were wary of
Mayos research and its political implications and wanted to maintain
distance from him (ibid:103).17 While in Philadelphia, Mayo began to
17Because
Mayos grant was of limited duration, he was under pressure to show

immediate results, while also pursuing his interest in development of an
overarching theory. He adapted to this pressure by incorporating the idea of
psychopathology that was diffusing through the American psychology,
psychiatry and social work communities. It was during his time in Philadelphia
38
read anthropology, and to incorporate its literature into his theory,

particularly writings on primitive thought (e.g., Levy-Bruhl), which
Mayo believed might be reflected in the psychopathology of industrial
workers. He began to refer to his work as anthropological and this
new thread became part of his critique of society (ibid:113). He also sent
copies of his research reports to Malinowski, Piaget and Janet.
Psychology, psychiatry and anthropology were not all of the disciplines
Mayo was integrating into his theory; he also incorporated ideas from
human physiology as he studied the physical manifestations of worker
fatigue (of particular interest to American industrialists).
Mayo became increasingly frustrated by the narrow scope of
research required by company sponsors in Philadelphia, and he did not
want to neglect the broader ramifications of his work, which he believed
were related to the development of class consciousness and the failures
of democracy. Thus Ruml sought a new placement for Mayo, and
ultimately moved him to the Harvard Business School, with funding now
shifting to the Memorial, at $12,000 per year for five years.18 The
Harvard Business School (founded in 1908 by a Rockefeller donation)
was dedicated to raising business leadership above the taints of the era
by introducing professional training for future executives. Research was
needed to develop materials for teaching, and Mayos research would be
ideal for this purpose. Mayo was appointed associate professor in
industrial research by Harvards president (ibid:116).
Through John D. Rockefeller Jr.s networks (i.e., a meeting of
personnel executives from major corporations in 1927), Mayo met T. K.
Stevenson, personnel director of Western Electric and learned that the
company was conducting experiments on the effects of rest periods on
worker fatigue (ibid:70). Shortly thereafter, Mayo was invited to visit
the companys Hawthorne plant in Cicero IL, and this was the beginning
of Mayos involvement in the Hawthorne Project. Anthropology entered
the picture when W. Lloyd Warner, then an instructor in anthropology
that Mayo successfully developed and tested a model of the relationship
between working conditions and turnover in plants that included not only
fatigue, but also a psychopathology variable (i.e., reveries, meaning bitter
reflections) that he treated with various interventions. Mayo believed that he
was pursuing an objective, scientific approach to understanding the problems
of modern capitalism, in which he was favoring neither management nor
workers, and this belief gave him confidence in his results (Gillespie 1991:110).
18Mayo subsequently joined forces with L. J. Henderson, a physiologist and
biochemist at Harvard, to establish a joint laboratory for physiological research,
which received combined funding from the Memorial of $42,000 per year for
five years, plus an additional $35,000 to equip the laboratory. Mayo and
Henderson hoped to conduct interdisciplinary research that combined
physiology, biochemistry, psychiatry, psychology, and anthropology (Gillespie
1991:118).
39
at Harvard,19 sought out Mayo in hopes of securing funding for a

community study. Mayo was looking for someone to begin such a study
in Cicero, IL, since he recognized that his own research needed a deeper
understanding of the lives of the workers involved in the Hawthorne
experiments (for discussion see Baba 2009b). Mayo had realized in
Philadelphia that psychological and psychiatric theory required that he
gain a better understanding of his subjects inner thoughts and lives, but
he had been frustrated when workers would not or could not share their
concerns and experiences with him (Gillespie 1991:105-109). For this
purpose, Mayo employed a nurse in a factory as a listening post to
gather information on workers personal thoughts and lives and to refer
interesting cases to him for psychiatric treatment. Now, Mayo thought
he might be able to engage an anthropologist to study workers in their
community.
Drawing upon the Memorial funds, Warner visited Hawthorne at
Mayos request and helped the companys researchers design the final
stage of the experiments, the Bank Wiring Observation Room (BWOR).
He declined to initiate his community study in Cicero because, in his
view, the community was part of greater Chicago, a total study of
which was beyond possibility and therefore unsatisfactory in yielding
the research results he was seeking (i.e., social integration of a complex
society [Warner 1988]). Warner also was concerned that the Cicero was
too disorganized (e.g., crime-ridden) to become his ideal research site.
However, in designing the BWOR, Warner established a methodology
with requirements that approximated ethnography, even though he did
not carry out this method himself. The BWOR design required one
researcher to continuously observe and record the actions of workers
on the job in conditions replicating the normal work environment, and a
second researcher stationed outside the BWOR to systematically
interview the same workers (Roethlisberger and Dickson 1939). The
synchronized analysis of observational and interview data created a
unique empirical record that became a core component of the
Hawthorne Project and established a standard for future ethnographic
studies of work and a model for contemporary ethnography in
organizations (Schwartzman 1993).
Mayo and Warner differed in their interpretation of data
emerging from the BWOR experiment. Warner favored a natives point
of view interpretation that validated earlier Hawthorne research
reports which indicated that workers deliberately restricted their
output, even if such resulted in lower wages, based upon their distrust
of management : in other words, if production increased, management
Warner was appointed first as a tutor and then as an assistant professor at
Harvard in the late 1920s after returning from fieldwork in Australia
(Neubauer 1999).
19
40
would cut the rate paid per piece of work. Mayo, on the other hand,
insisted that workers were behaving illogically based upon a
psychopathological maladjustment to the industrial work regimen. He
believed that the informal organization of the workforce (i.e., workers
spontaneous social relationships) could facilitate or impede
managements goals, depending upon how workers were treated by
management (Schwartzman 1993). In the case of the BWOR, the
informal organization was working against management. Mayos close
relationships with Western Electrics top leadership enabled him to gain
control over the Hawthorne data (which he moved to Harvard), and
ultimately, his analysis of the data prevailed (Gillespie 1991).
Mayos analysis of the psychopathology of the BWOR workers
and his approach to ameliorate the situation launched a major
intervention at Hawthorne involving installation of a counseling
program with non-directive interviewing of employees (Schwartzman
1993). This approach to industrial relations problems became the basis
for Mayos Human Relations School of management, which was in vogue
until organized labor and collective bargaining were well established in
the United States (circa 1950s). The Human Relations School provided a
theoretical framework for the industrial welfare movement, bestowing
legitimacy upon its proponents and their policies (Burawoy 1979:234).
In developing his approach to the problems of industrial society, Mayo
incorporated the leading work by anthropologists and psychologists on
social integration, including the writings of Malinowski, Radcliffe-Brown
and Warner (Gillespie 1991:185). Mayo proposed an administrative
elite that would engage in careful application of scientific knowledge
related to social organization and control (Gillespie 1991:187). Mayo
ultimately rejected the idea that workers had anything of value to
contribute to the organization of work in a corporation.
Although their approach to human relations differed from that
of Mayo, several anthropologists and sociologists who were at Harvard
at the same time as Mayo found his general approach to industrial
relations sufficiently interesting to become involved in the Human
Relations School (e.g., Conrad Arensberg, Eliot Chapple, Burleigh
Gardner, F. L. W. Richardson, W. Lloyd Warner and William Foote Whyte
[Partridge and Eddy 1978]). The anthropologists approach was
distinctive in that they placed more emphasis on social structure,
systems relationships and human interactions than on psychology
(Schwartzman 1993). This theoretical orientation was influenced by the
emerging school of British social anthropology, one of whose leading
proponents (Radcliffe-Brown) lectured on social anthropology and
social systems at the University of Chicago from 1931 to 1937. In these
lectures, Radcliffe-Brown outlined his theory of structural-
41
functionalism, which he viewed as a natural science of society (Eggan

1957).
While Radcliffe-Brown was lecturing at the University of
Chicago, W. Lloyd Warner also moved to Chicago after completing
fieldwork for his Yankee City Series in 1936. With this move, the center
of empirical social science began to shift toward Chicago, pulling along
some of the anthropologists who formerly were working with Warner.
Warners arrival at the Chicago Department of Anthropology along with
other colleagues created a critical mass that enabled the group to
conduct research and consult with industry from an anthropological and
ethnographic perspective. At Chicago, Warner founded the Committee
on Human Relations in Industry, which supported and encouraged the
work of many business and industrial anthropologists and sociologists.
The distinctive Human Relations brand of this group (e.g., direct
observation in the organization, measurement of behavioral
interactions, equivalent time spent with workers and managers [see
Richardson 1978, Baba 2006]) would not have been possible without
the conceptual contributions of British social anthropology, and the
methodological framework developed by W. Lloyd Warner at Yankee
City between 1931 and 1936 (to be discussed below).
Regardless of brand, all four social scientists who are central to
our narrative (Malinowski, Mayo, Radcliffe-Brown and Warner)
embraced a functionalist theory of society in which an equilibrium state
(i.e., all parts in smooth interaction to support the whole) was
considered normal and conflict was seen as pathological or abnormal.
This theory was well known and accepted in Rockefeller circles, and also
supported by industrialists and colonialists alike. Through the Human
Relations School they sought to re-make the bonds of Durkheimian
solidarity among workers and managers by fine-tuning labormanagement relationships or making other socio-structural
adjustments. For example, the interactional studies of Eliot Chapple
(Schwartzman 1993) were aimed at (re)establishing control when
disturbing situations arose:
If we look upon organization, therefore, as a system of
relations of individuals in which the actual contacts
imposed by particular technical processes provide the
framework within which people have to reach an
equilibrium, it can be seen that the frequency and extent of
disturbing situations will determine the kind of teamwork
which will result. Thus by making a detailed study of the
frequency of these contacts, the degree to which
adjustment takes place between the individuals, and the
amount of change which takes place as a result of the
42
operation of the organization, we can set up a system of

control by which an organizations problems can be dealt
with objectively
(Chapple 1941:6; cf Schwartzman 1993:19; emphasis
added)
The careful, quantitatively-based studies in corporations (e.g., Chapple
1941, Richardson 1978) and recommendations for improvements in
organizations carried out by Human Relations School anthropologists
and sociologists were perceived by them as advancing a science of
society, and as contributing to the national welfare (i.e., promoting
industrial peace and productivity; Eddy and Partridge 1978). These also
were the goals of the Laura Spelman Rockefeller Memorial and its chief
architect, Beardsley Ruml.
Admittedly, this branch of anthropology was not considered
mainstream in the discipline at the time, but it was central to the early
development of applied anthropology in America (Eddy and Partridge
1978), which was to become an important movement in the United
States and established part of the platform for a resurgence of business
anthropology during the 1980s (Baba 1986; to be discussed further
below).
Rockefeller philanthropy and British social anthropology
The connection between Rockefeller philanthropy and British social
anthropology may be traced to September 1923, when Beardsley Ruml
visited the London School of Economics (LSE) in his search for worthy
targets of funding for the Memorial. The School was part of London
University, and in 1920 it was a leading center for the advanced study of
economics, political science and sociology, attracting postgraduate
students from all over the British Empire and elsewhere. Ruml was
impressed by Director William Beveridges ideas concerning the
development of the social sciences, which were harmonious with his
own (Bulmer and Bulmer 1981:394), and with Beveridges interest in
social biology as part of the natural basis for social science. The two
men established a cordial personal relationship (Stocking 1995:396).
Ruml found that the LSE was poorly endowed, lacked adequate
facilities to house increased numbers of students after World War I, and
many staff were part-time appointees. Subsequently, Ruml arranged for
grants that provided the major portion of the funding received by the
School during the 1920s. Until the Memorial was consolidated into the
RF in 1929, the LSE received $1.25 million from the it ($115,000 in
1924, $155,000 in 1925, $875,000 in 1927, and $100,000 in 1928;
Bulmer and Bulmer 1981:395). Of this total, $340,000 was for building
extensions and improvements for the library, $200,000 for international
43
studies, and $500,000 for the general endowment. The value of these
funds may be compared to the total from all sources received in 1923
50,000.
Some of the funds received by the LSE benefitted Malinowski. A
number of his research assistants were funded through the Memorials
grant to LSE, as was his promotion to a Full Professorship. The
establishment of the International Institute of African Languages and
Cultures at LSE in 1926 was supported by funds from the Memorial,
with the colonialist proponent Lord Lugard appointed as Chairman. The
African Institute also received funds from the Carnegie Corporation,
commercial interests, and various British African colonies, and it
awarded funds in consultation with these governments, which preferred
useful projects and did not recommend those that were perceived to
disturb State control over subject peoples (Kuklick 1991:56).
Malinowski decided that he wanted direct support from the
Rockefeller Foundation, rather than only the indirect support that he
received through the LSE and the African Institute. Joining forces with
Joseph Oldham, a former Protestant missionary and organizational
entrepreneur, Malinowski developed a formal proposal to the RF that
was oriented toward carrying out systematic fieldwork in Africa for the
study of the tribal context of modern economic activities such as native
mining labor (such a study already was underway in Rhodesia by
Malinowskis student Audrey Richards [Stocking 1995:400]). The
proposal sought to gain a more enlightened understanding of African
cultural values and also to contribute to the training of administrators
and missionaries. Malinowskis approach was based upon a
functionalist20 conception of society and an interest in the study of
cultural contact and change (ideas that now may appear contradictory),
as well as the mutual unification of knowledge by practical interests
and vice versa (Stocking 1995:399), a hallmark of Rockefeller support
for the social sciences. This proposal was successful; the Rockefeller
Foundation voted in 1931 to allocate $250,000 in matching funds to the
The functionalism of British social anthropology has been linked with
colonialism, and critics have suggested that the function of functionalism was
to establish and routinize colonial order by clarifying the principles of
traditional native systems through which indirect rule could be carried on
(Stocking 1995:368). The main point of indirect rule was to facilitate gradual
evolution of colonial peoples from their own institutions to a form of rule best
suited to them and one that involved them in productive and profitable
economic activity (Stocking 1995:384). Malinowski was explicit in his
statements and actions concerning the potential efficacy of functional theory,
indicating that the practical value of such a theory (functionalism) is that it
teaches us the relative importance of various customs, how they dovetail into
each other, how they have to be handled by missionaries, colonial authorities,
and those who economically have to exploit savage trade and savage labor
(Malinowski 1927:40-41; c.f. Harris 1968:558).
20
44
African Institute over the next five years for the purposes set forth by
Malinowski (Stocking 1995:401).21 By the 1930s, the colonies had
become a suitable focus for funding, when an increasing number of
intellectuals began to write about the colonial question, and the
colonies were viewed as a whole upon which more interventionist and
generally applicable policies might evolve (Mills 2002:163). Another
point in Malinowskis favor was the mounting impatience of Rockefeller
Foundation executives with a perceived lack of cooperation from
anthropologists in the United States, and an attraction to Malinowskis
functionalist fieldwork, which provided for direct observation of actual
situations versus the antiquarian interests of some other
anthropologists (Goody 1995:20).
Meanwhile, Radcliffe-Brown had been in Sydney, where his
research on kinship systems also was supported by the Rockefeller
Foundation through the Australian National Research Council (NRC).
The initial request for a Chair of Anthropology at Sydney came from the
Australian NRC after several influential persons in the region (including
Malinowskis father-in-law) decided that anthropology might be of use
to the colonial administration. The first request for funding to the
British Commonwealth was scuttled after a British colonial officer sent
to advise the Commonwealth strongly urged that a man of character
be appointed to the post (i.e., someone with a public school background
rather than a university education [Stocking 1995:339-40]). By a
coincidence, however, the Rockefeller Foundation had initiated a new
Division of Studies under Edwin Embree, the purpose of which was to
develop the sciences underlying human behavior and to address related
social issues such as race relations, ethnic conflict, crime, mental
hygiene, and eugenics. In a survey of scientific institutions around the
Pacific Basin that might be suitable as funding sites for this program, the
RF signaled to the Australian NRC that its anthropology program could
be funded (Kohler 1987:156-58). A new Chair of Anthropology at
Sydney thus was established in the mid-1920s, again through American
sponsorship. The three electors for the new position chose RadcliffeBrown; he was the only applicant qualified for the post. The role was to
focus on training in anthropology for new cadets and senior officers in
New Guinea and Papua, training research workers among Australian
aborigines, and offering degree courses.
Radcliffe-Brown was more or less unknown to the Rockefeller
Foundation at this point, and to introduce him to Foundation members
and other Americans, he was invited by the RF to stop off in the United
States on his way to Sydney. On this visit, Radcliffe-Brown toured
American anthropology departments and met Malinowski and Warner.
At this point, the Memorial had been consolidated into the Rockefeller
Foundation.
21
45
During his five year stint in Sydney (1926-31), Radcliffe-Brown

developed both a strategy and a means of gathering empirical data for
supporting his structural-functional schema. Stocking (1995:342-345)
describes in some detail the process by which R-B developed his
approach: collating and indexing the existing anthropological and
ethnographic data of the region; ordering a series of connected
institutions, beginning with kinship; identifying gaps in the record;
sending out fieldworkers to fill in the missing data; defining and
classifying elements of Australian kinship systems; establishing
principles underlying these systems. He concluded that there was a
close correlation between the kinship terminology of a people and their
social institutions, and this was not a survival from the past but an
aspect of the social organization as it existed in the present (Stocking
1995:342-343). While this work later was criticized as idealistic, it
became the standard framework for studying Australian social
structure.
Radcliffe-Browns functionalism became well known in
Rockefeller circles and viewed approvingly. Eventually, however, his
critical statements regarding the implementation of colonial policy and
his personal life style that emulated the British elite irritated the
Australian establishment. A pending review by Australian officials of the
conditions of award and the methods for administration of grants
led R-B to attempt to by-pass the Australian NRC and appeal directly to
the RF for funding an independent institute of anthropology (Stocking
1995:349). When this action became known by the Australian NRC, a
crisis in public relations ensued, leading home states to withdraw their
subsidies. Radcliffe-Brown decided that his work in Australia was
complete, and accepted an offer from the University of Chicago
(discussed above).
The Rockefeller Foundation declined to fund R-Bs proposal to
undertake investigations of native peoples area by area and tribe by
tribe (Stocking 1995:401). Their reasons for so doing may have
included bickering among British and American anthropologists about
the appropriate institution(s) to carry out such an ambitious scheme,
and the timing of the proposal (early 1930s) when reduced income due
to the Great Depression forced the RF to reconsider its social science
program ( for discussion see Stocking 1995:403). In 1934, the RFs
Social Science Division decided to terminate its anthropology program,
although certain institutions, such as the African Institute, continued to
receive funding via previous and terminal grants until the end of the
1930s. By that time, the Rockefeller philanthropies (including the
Memorial plus other entities) had contributed more than $2 million in
support to the LSE (Goody 1995:13).
46
Of special note was an increase in tension between Malinowski

and Radcliffe-Brown with respect to their views regarding the
relationship between anthropological research and policy. This issue is
significant to the relationship between anthropology and business
because it may have influenced the relationship between mainstream
anthropology and applied anthropology, especially in the United States,
with applied anthropology in America directly allied to business and
industrial anthropology in its early days. Malinowski aggressively
promoted the practical value of anthropology and believed that
practical anthropology could address contemporary problems, even to
the extent of attempting to control change in other societies. RadcliffeBrown, on the other hand, had a more complex view which suggested
that social anthropology might provide a scientific basis for control and
education of native peoples if the British empire would make provision
for scientific study rather than relying upon American interests to
provide financial support (Stocking 1995:351-52). He espoused this
view in 1931, immediately after completing his term in Sydney, where
he was enmeshed in the practice of anthropology. Earlier, however, he
had insisted that pure science must develop prior to the application of
knowledge, and that anthropologists should not be involved in policy
interventions. Illustrating these differences are comments by RadcliffeBrown and Malinowski regarding a policy document attached to a
proposal from the African Institute:
Radcliffe-Brown stated the then-contemporary position
regarding pure anthropology, and his belief concerning the need for
anthropologists to refrain from becoming involved in practical problems
involving the utilization of knowledge:
I think it would be better if the Institutes investigations all
dealt with the subject in a purely scientific way, confining
themselves to the precise observation that is taking place
and not concerning themselves with what is good and bad in
the original society or in the changes that it is undergoing,
nor with the practical problems. The task of the
anthropologist should be to obtain exact knowledge,
impartially presented, in such a form that it can be
immediately utilized by those who are actually concerned
with native government and education.
(c.f., Goody 1995:21)
Malinowski, on the other hand, commenting on the same proposal, did
not agree with Radcliffe-Brown regarding the relationship of the
anthropologist to questions of social change and control:
There is no doubt we are all aiming at the same thing, that
is, a thoroughgoing study of several tribes from the point
47
of view of contact with European culture, the ensuing

changes and the possibility of controlling these changesI
think the Institutes investigators should be as fully aware
of practical problems and of the good and bad in the
original society and in the changes, as is possible.
(in Goody 1995:21-22; quotation marks in the original)
These differences sharpened during the 1940s, when funding for
fieldwork in British social anthropology shifted from the Rockefeller
Foundation and other private interests (e.g., Carnegie) to the British
Colonial Social Science Research Council (CSSRC), a government body
that was patterned after the Social Science Research Council in the
United States, an institution that also had been founded and supported
by the Rockefeller Foundation (Bulmer and Bulmer 1981, Goody 1995).
During the 1940s, anthropologists at the London School of
Economics, particularly protgs of Malinowski such as Raymond Firth
and Audrey Richards, were most closely associated with the research
supported by the CSSRC, with the dual agenda of promoting social
science and addressing practical problems (a continuation of the
Rockefeller strategy, and quite similar to the goals of the American
Society for Applied Anthropology [Baba and Hill 2006]). The British
government was under increasing pressure from the United States to
demonstrate that its colonies were developing economically, and the
CSSRC intended to direct its research agenda toward a framework to
further efforts in this area (Mills 2002). Anthropologists at the London
School of Economics (e.g., Firth and Richards) were reformers who
believed that they could work in cooperation with colonial bureaucrats
to improve the situation in the colonies for subject peoples. Other
anthropologists, such as Max Gluckman at Oxford ,22 did not approve of
anthropological involvement in colonial policy or pragmatic problems of
the state, and later on this non-involvement stance would extend to
encompass British corporations as well (Mills 2006).
The Oxford anthropologists (including Radcliffe-Brown) wanted
to gain control over CSSRC funding, and to determine its uses
themselves; ultimately, they were successful in gaining greater influence
over CSSRC funding decisions, through the intermediation of the
Association for Social Anthropology (with Radcliffe-Brown as Honorary
President). The position taken by the Oxford anthropologists appeared
reasonable to them at the time, although in retrospect it seems that
regardless of whether or not they agreed to work on colonial
Gluckman, who founded the Manchester school of anthropology, developed
his own dialectical integration of Marxian thought and Durkheimian
structuralism, and was an open political activist who supported radical causes
related to social justice (Firth 1975).22
22
48
problems, they would have been complicit in the agenda of the British
colonial State by accepting its funding, conducting research in the
colonial arena, and thereby legitimizing State structures through the
development of anthropological theory (Macdonald 2001, Mills 2002).
The point of the narrative is that the Rockefeller philanthropies
had an important influence on the development of British social
anthropology during its formative years. The Laura Spelman Rockefeller
Memorial was significant in selecting the LSE as one of its centers for the
establishment of social science and providing a block grant that
contributed an initial $1.2 million during the 1920s to the research of
numerous scholars, including Malinowski. This followed the formal
guidelines of the Memorial. The Memorial also courted Malinowski as an
individual, inviting him to visit the United States in 1926, during which
visit Malinowski established his own relationships with Foundation
personnel (Goody 1995:13). Malinowskis views regarding the conduct
of social science with respect to empiricism and the relationship to
policy were closely aligned with those of Ruml and his foundation
colleagues, and they contrasted with the perspectives of other leading
anthropologists at the time, including those in Britain and the United
States (e.g., Radcliffe-Brown and other anthropologists involved in the
American Anthropological Associated [Goody 1995, Stocking 1995, Mills
2002]). The convergence of Malinowskis energetic pursuit of
Rockefeller funding for his own research and the timing of the
Memorials consolidation into the Rockefeller Foundation made it
possible for the Foundation to fund Malinowskis proposal as a matching
grant to the African Institute (Stocking 1995:398-401), not as part of the
LSE block grant.
Malinowski managed to achieve a privileged position with
respect to the Rockefeller Foundation, not only due to superior
maneuvering but as a result of a closer alignment of perspectives, as
Stocking makes clear (1995). Thus, when the RF terminated its funding
to anthropology at the end of the 1930s and the British CSSRC was
launched in the 1940s, the most likely organization to receive British
government funding for colonial research was the African Institute, led
by Malinowskis protgs, as it was already well funded and staffed, and
known to be the most dynamic research organization of its kind
(Kuklick 1991). As the case has been made cogently by Mills (2002), the
fieldwork and scholarship supported by the CSSRC were an important
component in the process of legitimizing social anthropology as an
academic discipline in Britain, which was requisite to the expansion of
university posts (see also Baba 2009a). Thus, even though Malinowski
and Radcliffe-Brown diverged on anthropology and policy, both
contributed to British social anthropology, and the Rockefeller
Foundation was an institutional force in the making of this
49
foundational theory, which itself was instrumental in shaping the

Human Relations School.
The Rockefeller Foundation also was instrumental in the career
and intellectual influence of Radcliffe-Brown. R-Bs Chair in
Anthropology at Sydney was funded by the Rockefeller Foundation, and
his research in Australian kinship systems was underwritten by the
Foundation as well (although not by the LSRM). It was during the
Sydney period that R-B developed evidence for the theory of structuralfunctionalism, which was more closely aligned with an emerging
positivist perspective on society as a natural system than the
psychologically-oriented functionalism of Malinowski; i.e., society was a
system reflecting underlying principles, with social structure a
primary explanatory variable with respect to similarities and
differences across societies (see Harris 1968:522). A positivist
orientation for the social sciences to enable these fields to develop
general principles or law-like generalizations and even the possibility of
controls was a long term goal of the Rockefeller Foundation.
Radcliffe-Brown was a proponent of these aims, and his intellectual
achievements were nurtured and supported by the Foundation and its
allies.
The invitation to Radcliffe-Brown to join the faculty at the
University of Chicago in 1931 was especially significant because it
provided an opportunity for him to develop a more general scientific
presentation of his findings and link them to ideas concerning natural
systems. The Chicago period also engaged Radcliffe-Brown in the debate
between history and science within American anthropology. It was at
Chicago that Radcliffe-Brown wrote his article on Patrilineal and
Matrilineal Succession, which sets forth a systematic, social structural
approach to kinship. This approach emphasizes the jural aspects of kin
relations as systems of socially recognized rights and duties attributed
to categories of persons and enforced by legal or moral sanctions
(Stocking 1995:357).23 This work played a role in orienting American
anthropology toward the scientific side of the debate and away from
history. The earlier emphasis on historical reconstruction gave way to
studies of people within the contexts of the cultures in which they lived
(Partridge and Eddy 1978:19). Anthropologys reputation as a social
science was established, and the next generation of American
anthropologists was subtly influenced.
Radcliffe-Browns contributions at the University of Chicago took
place during a time when Beardsley Ruml held the position of Dean of
23Radcliffe-Brown
also broke a taboo by revising the definition of culture from

the omnibus form it had taken under Tylor to a more theoretical construction
as a set of rules of behavior, common symbols and attached meanings, and
common ways of feeling and thinking (Stocking 1995:359).
50
the Division of Social Science. Thus, although Ruml did not fund
Radcliffe-Brown directly through the LSRM, he was in a position to
advance R-Bs intellectual agenda once it was developed, and to promote
it within the United States where it had a serious influence on American
anthropology in the mid-20th century (Stocking 1995:359; see also
Harris 1968:518-534).
W. Lloyd Warner: The Tertius

Among the quartet of principals discussed in this article, there was one
who was linked to the others in a way that bridged the transatlantic
division between studies of modern industry and those of colonial
society in a way that the others did not. W. Lloyd Warner, student of
both Radcliffe-Brown and Malinowski, and colleague of Mayo, linked the
intellectual networks in a deliberate manner that was intended to
discover whether the techniques of ethnography could be engaged in a
complex society. According to Mildred Warner, in her biography of
Warner (1988:41):
Lloyd wanted to use his knowledge of Murngin social
organization to obtain a better understanding of how men
in all groups, regardless of place or time, solve the
problems confronting them. His investigations of a simple
society, he hoped, would equip him to analyze more
complex forms of social organization. He also wanted to
use it as a kind of screen through which to pass American
contemporary industrialized society to ascertain what, if
anything, he could find that would be analogous to the
primitive, or what had been observed in the primitive, the
detail of which might be discernible in the American
society.
Warner was the first to demonstrate that anthropological and
ethnographic techniques could be translated to modern contexts, not
only in communities (the Lynds qualitative study of Middletown
preceded him; Lynd and Lynd 1929), but in a large corporation, with
proof of concept (Roethlisberger and Dickson 1939; Schwartzman
1993).24
24Although
Warner was theoretically and methodologically-oriented, and

denied being motivated by the practical uses of anthropology, his statements on
this subject must be qualified given his lengthy and substantive involvement
with the Human Relations School and Social Research, Inc. There was
something about practical problems that drew Warners attention; Charles
Baldwin, the roommate of Radcliffe-Brown and Warner in Sydney suggested
51
Warners position, with intellectual ties to Malinowski (who

taught him at Berkeley while Warner was a graduate student [Partridge
and Eddy 1978:15]), Radcliffe Brown, and Mayo in the early days of the
discipline may have placed him in a position to become a tertius, an idea
taken from the work of Georg Simmel meaning the third. In Burts
(1992) work on structural holes, the tertius gaudens takes advantage
of an insularity or buffer that exists between non-redundant contacts in
different social networks (the hole) where each set of actors within a
given network could benefit through connection with the other.
However, as we have seen, in the 1920s and 1930s, it could be argued
that there was no significant insularity or buffer (no structural hole) to
fill among prominent anthropologists on either side of the Atlantic,
unless that hole were a conceptual one related to ideas about policy and
these were not divided by the Atlantic. Instead, Warner could have
played the role of a tertius iungens (Obstfeld 2005) - an innovator
connecting people by facilitating new forms of coordination among
those who otherwise would be disconnected. If Warners fundamental
purpose in studying primitive man was to know modern man better, as
he claimed in the Yankee City Series (Warner and Lunt 1941:3), then
perhaps he might have bridged the distance between the theoretically
and methodologically-oriented British social anthropologists and
Americans studying corporations, such as those involved in research at
Hawthorne, leveraging different knowledge(s) held by one to benefit the
other.
Warner began to act as a tertius iungens when he consulted with
Hawthorne researchers in the design of the BWOR. In this role, his field
experience in Australia enabled him to guide the project in setting up
the experimental procedures for gathering and analyzing data in the
plant (Roethlisberger and Dickson 1939, Gillespie 1991, Schwartzman
1993). There had never before been a study that combined a
methodology developed in anthropology (i.e., systematic behavioral
observation and interviewing, and detailed recording of social
interactions within the BWOR and between the BWOR and other
groups) together with research goals and objectives established by
industry (e.g., correlating the structures and practices of informal
groups with production output). The result was part of the invention of
business anthropology (the first hybridization of anthropology and
business), but it did not accomplish the goal that Warner set for himself,
which was to translate anthropological methods to the scope and scale
of a modern community.
that it was Warners American background (e.g., pragmatism), although Warner
himself denied it (Warner 1988:41).
52
Warners more significant act as a tertius iungens was performed

though the Yankee City Study (1931-1936), a landmark research project
also funded by the Rockefeller Foundation, at first through Mayos
Rockefeller grant at Harvard (Gillespie 1991:156). Yankee City adapted
the methods developed for study of small-scale society within colonized
nations for the study of complex society in colonizer nations.25 In this
project, Warner devised a sophisticated ethnographic methodology for
studying the institutions that integrated a complex society, particularly
social class and rank order, which Warner discovered were not
determined by economic factors as initially thought, but by a complex
array of social and economic influences. Warners methodology
(including interviews and observations) enabled him to see Yankee City
as a total system of interdependent, interrelated statuses that would
represent the social system of the total community, much as the map
of a good cartographer might reflect the physical reality of land or sea
(Warner 1941:796). Important insights emerged from Warners
approach to the study of class, rank and status findings that would not
have been possible without the theoretical framework and
methodological rigor that Warner brought to the project. For example,
one of his findings was that shoe operatives in Yankee City factories
were more likely to orient their associations downward in the overall
class hierarchy compared with the general adult population of their
social class (Warner and Low 1947:159). Warner concluded from this
that the factory workers were losing status as a group, and that they
were finding solidarity among themselves, because it did not appear
that they could rise any higher. Such findings drew attention to his work
and made it controversial (Baba 2009b). Warner also had devised an
approach to the study of companies from a macro-societal perspective,
without the necessity of becoming embedded inside the organization.
Warners students and colleagues began to adopt his approach
to community studies in their own research (e.g., Arensberg and Kimball
1938, Dollard 1937, Davis et. al., 1941, Whyte 1943). The
methodological and conceptual advances of these efforts helped to
ground and legitimize what was to become applied anthropology in the
United States (Partridge and Eddy 1978:19, Singer 2008), enabling this
movement to emerge under its own banner when British anthropology
largely disassociated itself from applied endeavors after the demise of
colonialism following World War II (Baba and Hill 2006).
In the Yankee City Series, published in five volumes between 1941 and 1959,
Warner and his colleagues explain how a group of anthropologists-in-residence
may engage in a comprehensive socio-structural analysis of a small town, and
in the process explain what appeared to be improbable events (e.g., a
community-wide strike, the formation of an industrial union in a stable town)
through the lens of social anthropology and economic history (Warner and Lunt
1941; Warner and Low 1947 [see Baba 2009b]).
25
53
At about the same time that Warner published the first volume
of the Yankee City Series (Volume 1, 1941), the Society for Applied
Anthropology (SfAA) was formed at Harvard (1941). This event took
place after the American Anthropological Association (AAA) declined a
proposal from second generation anthropologists to recognize
anthropology as a profession and establish a section devoted to applied
anthropology (Trencher 2002:451). The SfAA was initiated by
anthropologists who were among the leaders of their time, including
Conrad Arensberg, Gregory Bateson, Ruth Benedict, Margaret Mead,
George Murdoch, and Julian Steward, among several others. They
believed that anthropological (and other sources of) knowledge should
be directed toward social problems, as they made clear in their mission
statement:
to promote scientific investigation of the principles
controlling the relations of human beings to one another
and to encourage the wide application of these principles
to practical problems
(Arensberg 1947)
This mission was realized in Warners leading edge work at Yankee
City,26 which offered a systematic social science framework for
advancing the understanding of a complex society, while at the same
time exploring the underlying reasons for contemporary social
problems and issues. This was not only the mission of the SfAA, but also
what the Rockefeller Foundation had been striving to accomplish. The
applied movement flourished in the United States after World War II,
during which anthropologists demonstrated their practical value to the
nation (Singer 2008).
Despite Warners contributions to application, he was not a
proponent of applied anthropology. Like his mentor, Radcliffe-Brown,
Warner maintained a strong interest in theoretical inquiry throughout
his career, and he believed in the priority of theory (see Baba 2009b).
Yet, he also retained an affiliation with colleagues who pursued more
practical interests (e.g., he collaborated with the Human Relations
School; he consulted with other anthropologists at Social Research, Inc.
[Easton 2001[). As a member of the Department of Anthropology at the
University of Chicago, this dual identity was possible for Warner; a
theory-practice relationship was an element of the universitys
foundation.
At the time that the SfAA was created, the majority of
anthropologists did not embrace the idea of applying anthropological
The Yankee City Series was published by Yale University Press; Malinowski
was a faculty member at Yale.
26
54
knowledge outside the boundaries of the discipline (see Mills 2002,

Trencher 2002). Early anthropologists gave priority to the pursuit of
theoretical questions and assigned applied matters to their graduate
students or others whom they believed were less qualified (Kuper
1983), even though policy advice to colonial administrators was central
to their arguments about the value of anthropology (Stocking 1995).
Likewise, the anthropologists of the mid-20th century continued to view
applied anthropology as a secondary or derivative endeavor whose
status was not equivalent to that of pure theory (Bennett 1996). This
schismatic dualism reflected a two-tiered structure in which more elite
or prestigious members of the discipline chose theoretical pursuits if
they could, and had right of first refusal to applied projects, otherwise,
such endeavors were assigned to those of lower rank. A product of
colonialism, this class structure came to resemble a sort of apartheid
situation in the United States, in which certain elite academic
departments specialized in pure theory and other departments offered
degrees in applied anthropology (Baba and Hill 2006). The separation of
theory and practice that materialized within anthropology was not
envisioned by the Rockefeller Foundation when they planned the
science of society.
Within anthropology, there appears to have been a particular
aversion to applying knowledge in the domain of business, both in the
United States and in Great Britain. That is, even within applied
anthropology in the United States, the application of anthropological
knowledge within corporations or the marketplace was not considered
a standard domain of application after the collapse of the Human
Relations School (i.e., circa the 1950s [see Baba 2006]). This situation
remained the status quo until well after 1980. Large corporations
sometimes were conceived of as harm industries, even beyond the
technical definition of this term (e.g., Benson and Kirsch 2010) whose
products or processes could damage anthropologists research
participants, especially in developing nations where multinational
companies crossed paths with anthropologists (Sherry 1983).
Anthropological portrayals of business management have been critical
of managerial interactions with workers, the latter sometimes
represented as targets of actual or potential schemes such as deskilling
(e.g. Lamphere 1979; see also Baba 2006). The Human Relations School
itself was part of the problem. Critics of this school have remarked
negatively on its proponents failure to acknowledge the unequal power
relationships within the corporations they studied, and their willingness
to support these relations through manipulative activities (this included
not only Mayo, the intellectual leader of the school, but also the
anthropologists who were part of it [Burawoy 1979]). A strong Marxian
inflexion in American anthropology after the 1960s (Ortner 1984),
together with a Vietnam-era AAA ethical code that forbade research that
55
could not be disclosed publicly (i.e., proprietary research) may have

exacerbated what was already a chilly attitude toward businesses and
studies of business after World War II (e.g., Mills 2006; see also Baba
2006).
Nevertheless, despite these strong headwinds (some generated,
ironically, from resistance to projects supported by the Rockefeller
Foundation), there emerged after the middle 20th-century several forces
that altered the disciplinary orientation toward the business domain.
One of the most prominent was change within the discipline itself, most
notably the postmodernist and critical movements that brought about a
crisis of representation with significant consequences (Marcus and
Fischer 1986, Clifford 1988). While there is insufficient space for a full
discussion, two developments may be mentioned briefly: a diaspora of
anthropologists from traditional field sites moving into new venues in
which they hybridized anthropological theories and methods with those
of other disciplines (i.e., the institutional anthropologies such as
medical, education, legal; Bennett 1996, Baba and Hill 2006); and a
loosening of the relationship between anthropology and ethnography,
permitting experimentation and hybrid approaches (Marcus and Fischer
1986).
At the same time, we have witnessed a continuing flow of PhD
graduates from American academia with a steady erosion of academic
appointments available to them (Baba 1994, 2009a). The hybridization
of anthropology has resulted in part from the entrepreneurial
engagement of some of these graduates seeking new career niches
beyond the academy. Some hybrids have formed in the business domain,
creating new areas of practice such as design ethnography or marketing
and advertising anthropology (e.g., Squires and Byrne 2002, Malefyt and
Moeran 2003). These areas of engagement exist not only because of
changes in anthropology, but also as a result of developments in
capitalism toward a globally-integrated form that more readily
incorporates anthropological knowledge(s) and techniques (Baba 2006,
Cefkin 2009). As anthropologists have taken up engaged positions
within businesses, the applied and practicing movement in the United
States has expanded to encompass business anthropology (e.g., Baba
2005a), while at the same time the entire discipline has become more
inclusive of the institutional anthropologies. These shifts reflect new
realities confronting professional associations and their memberships,
as well as those of academic institutions and their constituencies
(Brondo and Bennett forthcoming).
As the discipline changes, the bright lines dividing pure theory
and applied anthropology are blurring. Increasingly, anthropologists
are concerned with the public interest and urgent social problems
(Brondo 2010), and it is questionable that socio-cultural anthropology
56
has a purely theoretical mission in the 21st century. At the same time,
the numerous institutional anthropologies and their links to the
mainstream of the discipline are proliferating as anthropology engages
in more interdisciplinary discourse. This is a tendency that is developing
across the social sciences and humanities (see National Science
Foundation 2011). The schismatic dualism that has separated theory
and practice in socio-cultural anthropology since its origins may be
capable of rapprochement (Schweizer 1998); such may already be
underway in medical anthropology (Singer 2008).
Discussion
This article has considered the intersection of one specific dimension of
the domain of business and the discipline of anthropology during the
early decades of the 20th century. The focus has been on Rockefeller
philanthropy as a representation of larger interests in the United States
and Great Britain, and the rise of three academic subfields: the Human
Relations School, British social anthropology, and applied anthropology.
The connection of anthropology and the business domain in the first and
third of these subfields has been well recognized (Roethlisberger and
Dickson 1939, Partridge and Eddy 1978, Schwartzman 1993, Baba 2006,
Cefkin 2009). The relationship of British social anthropology to our
disciplines engagement with business has been somewhat more
obscure (although not invisible [Partridge and Eddy 1978]). The
parallels between the Human Relations School and British social
anthropology are apparent, and the role of applied anthropology is
implicit: both theoretical frameworks operated inside hierarchical social
systems, under pressure to solve problems of elites during times of high
turbulence, developed translational and interventionist approaches that
were supposed to enhance order and management, and cooperated with
regimes that failed due to uprising from below and subsequently were
criticized for it. Applied anthropology was created in the context of the
first subfield as a means to negotiate the complex relationships among
institutional actors implied by the context, and it carried the mark of
this circumstance when it moved across the Atlantic later in the century.
This article has elaborated upon the interactions among these subfields
through discussion of mutual influences among four principal actors and
the institutions to which they were attached.
The influences and interests that brought anthropology and the
business domain together emerged from the contexts of the late 19th and
early 20th centuries, in which American industry was struggling with
national expansion and aspirations toward internationalism, and British
colonialism was facing demands for change. They cannot be understood
apart from the social and political dynamics of serious labor-
57
management conflict in the United States and mounting pressure on

Great Britain to foster more vigorous economic activity within its
colonies. An intention of this article has been to suggest that our
relations with businesses or any other institutional actor(s) should be
reflected upon critically within a larger macro-societal framework and a
long-term time horizon.
The project of the Memorial to establish a science of society
was an innovative idea intended to address the vexing problems of the
era, harnessing the best thinking available at the time. The Memorial
was not the only move that the Rockefeller Foundation made in the
direction of the social sciences. The Social Science Research Council
(SSRC) also was established in 1923, funded through the Memorial - a
more explicit alliance between professional academic social scientists
and members of the elite (Fisher 1993). The SSRC brought together
representatives of different disciplines to deliberate on advancing social
science through cooperative research. This body was central in the shift
from pure and purposive science to more multi-disciplinary, problemoriented research (Fisher 1993:9).
The formation of the Memorial at the same time as the SSCR is an
indication of the rise of an institutional field dedicated to the funding of
social science research. The institutional field has become a key
construct in the literature of organizational and institutional theory
(Scott 2008). Initially conceived by Bourdieu (1971, 1984), an
institutional field suggests a diverse array of social actors working
together within a specific domain or arena, including financiers,
producers, suppliers, intermediaries, regulators, and competitors (or
other opposition) all of the actors engaged within the domain and
especially those competing for the same resources (Scott 2008:182).
Bourdieu employed the analogy of a game with players, rules,
competition and contest, as well as stakes. As the organizational theorist
Richard Scott (2008:183) has written:
fields are not placid and settled social spaces, but
arenas of conflict in which all players seek to advance their
interests; some are able, for longer or shorter periods, to
impose their conception of the rules of the game on
others.
Fields not only develop around markets, technologies, and policy
domains, but also in the context of central disputes and issues.
In the case study presented in this article, we observed some of
the actors involved in shaping the emergence of an institutional field
around the funding of social science research, as it was conceived by an
elite segment of society. The set of actors involved in establishing this
field included individuals such as John D. Rockefeller Jr., Memorial board
58
trustees such as Arthur Woods and Raymond Fosdick, a network of

philanthropic foundation officials at other agencies, and industry actors
such as corporate personnel executives. The members of this set were
faced by a number of collective action problems (e.g., industrial strife
and unionization drives, absence of an empirical science to validate or
legitimize their approach to problems, the need for research to ground
collegiate courses in management). Some of the most powerful
members of the network (i.e., those in the office of John D. Rockefeller Jr.
the staff of the Memorial) took action by bringing into their midst an
institutional entrepreneur, Beardsley Ruml. Such entrepreneurs have an
interest in particular types of institutional arrangements and are able to
leverage resources to create new institutions or transform existing ones
(Maguire, Hardy and Lawrence 2004:657; Garud et. al., 2007:957). They
tie together the workings of otherwise divergent interests to create a
whole new system of meaning which can become the basis for
institutional change (Garud et. al., 2007:957). Ruml addressed several of
the collective action problems within his network, proposing a new
system of meaning whereby a social welfare charity would provide
financing for a science of society to be legitimized by block grants, but
with considerable discretion reserved for Ruml and his staff. This new
system would be supported not only by the Memorial, but by the larger
field John Jr. and the Rockefeller Foundation, the networked
corporations and their executives, administrators of universities that
received Memorial funding, and eventually the social scientists that
wanted to be funded themselves. Even agencies of the British
government became part of this field with the rise of the CSSRC (the
counterpart of the SSRC). The institutional field that emerged was
defined by the mutually supportive relationships among actors that
gave rise to a new science of society, but it also depended upon the
movement of other institutions in the same general direction (e.g., the
NRC).
Especially important in conceptualizing institutional fields are
inter-organizational structures of dominance and patterns of coalition,
and the centrality of power and processes of control that take shape
within the field (Fligstein 1991). A given organization, or set of
organizational actors will endeavor to direct the actions of an
institutional field, with more or less powerful or prestigious actors
working to shape the direction of a fields development. During the
1920s, the Laura Spelman Rockefeller Memorial and Beardsley Ruml,
with his positioning close to the advisors of John D. Rockefeller, Jr., were
among the key actors shaping the basic direction and institutional logic
(i.e., the symbolic constructions and material practices that constitute
the organizing principles [Friedland and Alford 1991:248; Scott 2008])
of the new science of society. Rumls Memorandum and his practices
defined the formal and informal rules for grant-making, the requirement
59
for grantees to propose relevant research and deliver results, and the
relative valuation and monetization of social science projects. This
institutional logic was specific to the policy domain of the social
sciences, which was intended to be problem-oriented and not driven by
the quest for pure knowledge (Fisher 1993). Within anthropology, the
institutional logic was accompanied by a pattern of competition for
funding, tinged with political overtones, and a shifting network of
alliances that seemed to play individuals against one another (Goody
1995, Mills 2002). Fishers (1993:12) commentary on the politics of the
SSRC is relevant:
During the 1920s and 1930s social studies experienced
what with hindsight can only be described as a revolution.
An unprecedented amount of resources and the social
crises during these years combined to catapult these
disciplines toward respectability within the academy and
society. Much of the impetus came from the belief common
to many social scientists, foundation officials and
government officials that the social sciences could solve
social problems. Social control based on scientific research
was a dominant theme. By the end of the 1930s, social
scientists had struck a new bargain with society. The
majority had agreed to become technocrats serving an
alliance of class and corporate State interests. Others
became more vociferous and more strident in their
opposition to applied research and retreated further into
their respective disciplines.
From our vantage point in the 21st century we may recognize some of
those oppositional others within the anthropological mainstream. The
arena of contestation over the rules of the game in anthropology gave
rise to tensions that morphed into a disjuncture between the theoretical
and practical dimensions of the discipline that is still sorting itself out
(Mills 2002, Baba 2005b). In that sense, the legacy of Rockefeller
philanthropy has had significant and lasting consequences.
The article suggests that the consequences of Rockefeller
philanthropy were both subtle and profound, largely though the process
of selectively supporting, encouraging and promoting the work of some
anthropologists and not others. The result was to influence intellectual
interests, whether intentionally or not (Kohler 1978:513, Bulmer and
Bulmer 1981:400-401), and regardless of whether or not the time was
auspicious. Those who were granted funds became more influential
than those who did not have them. For example, Malinowskis influence
and that of his students through funding of the African Institute and RFmodeled CSSRC are well known (Stocking 1995, Goody 1995, Mills
2002). Funding for the African Institute weakened support for other
60
areas of anthropology, while African Institute fellowship recipients

became leaders of the next generation of anthropologists (Kuklick
2008:71). Radcliffe-Brown became a gatekeeper of field research
directions in the Pacific through his role in site selection as Chair of the
Committee of Anthropological Research of the Australian NRC (Stocking
1995:340-41). Later he was supported and encouraged to disseminate
his ideas about society as a natural science. The RF appeared to be
disinterested in helping academics do what they wanted to do. However,
academics could not do much without financial support, and what
academics wanted to do was carefully vetted to align with RFs long
range goals (Bulmer and Bulmer 1981:402).
Influence upon academic research by interests outside the
academy, especially if those interests appear to represent elite or
capitalist classes, has been criticized from various perspectives (Bulmer
and Bulmer 1981:400-401). Harold Laski of the LSE was one of the first,
raising concerns about hopes that would remain unfulfilled and fears
about increasing predispositions toward pragmatic work (Laski 1930).
Some years later, E. C. Lindeman (1936) worried about small and
unrepresentative groups, unanswerable to anyone, exercising power
over cultural institutions by virtue of their wealth. Marxist critics also
have been active in viewing agencies such as the RF as means by which
private capitalistic business enterprises and entrepreneurs exercised
domination over intellectual life (1979; cf Bulmer and Bulmer
1981:401). In retrospect, these concerns seem to resonate with some of
what has been written in this article. At the same time, however, the
critics may have underestimated the capabilities of the contra players to
resist the influence of the mighty, as well as the intricate consequences
of cultural competition.
This article has discussed the complexity of the processes by
which anthropology was influenced through Rockefeller philanthropy,
and some of the reasons why the Rockefeller vision was not fulfilled in
anthropology. While non-anthropologists such as Mayo were actively
maneuvered toward supportive venues, and readily met the criteria
established by Ruml, the three anthropologists had more complex
interactions with Rockefeller. Malinowski was the closest parallel to
Mayo with respect to his embrace of the Rockefeller vision. But
according to Stockings account (1995), Malinowski and his students
eventually became disillusioned and frustrated with the difficulty of the
policy agenda. His propensities for successful entrepreneurial action
invited institutional competitors with quite different political and
ideological commitments. Malinowski was criticized for his position
regarding applied anthropology by the elite of the discipline, because at
the time, practical application was considered antithetical to a true
science (Kuklick 2008:74). In this debate lies the heart of a schism
61
within anthropology that has lasted for nearly a century, and has been
one of the disciplines distinguishing features.
The dispute between Malinowski and Radcliffe-Brown over
policy anthropology widened a rift between pure theory and applied
anthropology that was produced under colonialism. This rift was not on
the Rockefeller agenda, and it worked against anthropology as a social
science, in the sense that a positivist approach rests upon minimal
standards which are dependent upon some means of empirical testing
and logical proofs toward which application could contribute
(Schweizer 1998:45; Baba 2000).
Warner, the tertius iungens, is perhaps most emblematic of the
complexity and ambiguity surrounding the relationship between the
Rockefeller interests and anthropology. Warner played a major role in
establishing anthropology as a discipline that could legitimately
investigate the urgent issues of contemporary society. Yet, he expressed
a divided allegiance with respect to theory and practice, espousing the
priority of theory on the one hand while collaborating with practitioners
on the other, and never explicitly articulating a vision beyond their
separation. Such a dualism might seem to conform to the two-tier model
of British social anthropology, but Warner also was able to innovate in
his praxis by bringing together new approaches to the fundamental
study of society while focusing upon and explaining social problems
(e.g., Warner and Lunt 1941; Warner and Low 1947; Baba 2009b). The
intricacies and apparent contradictions of Warners relationship with
the emerging institutional field of social science research represents a
particularly interesting case study of the way in which private interests
may influence an academic discipline, and how the members of such a
discipline may respond and resist simultaneously.At this point, the coevolution of anthropology, society, and economy has taken us to a
contemporary era in which we acknowledge anthropologys reengagement with business organizations (Cefkin 2009; Welker et. al.
2011). On this occasion, it is appropriate to reflect upon our
positionality with respect to the institutions of the private sector, and to
gaze through the lenses of history as another means to do so. Are we, as
Fisher (1993:11) suggests, merely technocrats who stand as
intermediaries between societal elites and society at large? Do we
believe as some members of our field continue to insist that we are
independent and have the capacity to define our own relationship to
other sectors, on our own terms? Or are there other perspectives which
may suggest more variegated positions that in the long term could be
more fruitful for all of the actors if we could only connect them?
We should at least consider the ways in which others view us,
not only the ways in which we view ourselves (e.g., as critics,
interpreters, ethnographers, culture-brokers, or whatever), since
62
eventually our collective efforts will be examined, perhaps re-studied,

and written about by social historians of the future and they will
interpret our position for us. As anthropologists involved in a reengagement with business, whether practitioners or not, we should
place our position within the long view and gain others perspectives as
we consider our positionality. The case study presented in this article
suggests that anthropologists and other social scientists are not always
in a position to view all of the influences and interests that move around
us. Institutional fields are likely to be directed by actors that we do not
control and may not even be aware of, although members of our
discipline have become more sophisticated and self-conscious than we
were decades ago when we began such ventures (e.g., see Malefyt and
Moeran 2001; Cefkin 2009; Suchman forthcoming).
The question may not be whether we know the rules of the
game or whether we can play by them. Clearly, we do know (some of)
the rules. A more important question may be do we understand the
direction of a fields powerful players and the institutional logic of the
field over the long-term? Do we know the nature of the game that the
elites are playing and the stakes in the game? The answers to these
questions may not be entirely visible from our position on the game
board, just as it is often not possible to readily study up.
If anthropology (of/and/in) business has an interest in
addressing such questions, we should consider new and emerging
institutional theories and methods that transcend the glocal and
dependency upon specific business domains, and engage in the analysis
of businesses as social institutions. This is the direction that Warner and
Low (1947) attempted when they re-studied Yankee City following C.
Wright Mills critique of Warners first Yankee City volumes (Mills
1942), and it is the approach of some 21st century anthropologists
understanding businesses as integral to society, interpenetrated by
cultural-cognitive frames of meaning, constituting normative orders,
and refracting the regulatory regimes of their sectors, thereby viewing
businesses as intertwined in social and economic transformations (e.g.,
see Downey and Fisher 2006, Zaloom 2006, Ho 2009, Fisher
forthcoming). These approaches offer a view from up beyond
business that enable anthropologists to respond to questions about
the workings of business within institutional fields. Triangulation
among and across their frames of reference is a point of access to
institutional fields that anthropologists of the past may not have
recognized, but is relevant now to all of us. As we begin to take
businesses seriously as dominant institutional actors then we become
more serious players ourselves.
63
Conclusion
In this article, a perspective from the history of anthropology has been
taken as a vantage point from which to view the relationship between
anthropology and business, during a time of duress in the development
of American industry and the global economy. This point of view has
illustrated connections among diverse schools of thought in
anthropology and cognate fields that point toward the common
influences and interests underpinning them, and it has highlighted some
of the ways in which elite sectors of society attempt to shape
institutional fields to address collective action problems. Anthropologys
recent re-engagement with business should be viewed as another entry
into the realm of institutional fields influenced by business elites, where
our understanding of the rules of the game may be limited, and our
best hope for the future may lie in re-framing our thinking about
business and ourselves.
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Anthropology and Business: Influence and

Baba / Anthropology and Business: Influence and Interests

Journal of Business Anthropology, 1(1), Spring 2012

both as a stimulus to such interest and as a consequence of it.

The construct making anthropology is understood to reflect the force of a

Baba / Anthropology and Business: Influence and Interests

Business in its economic, organizational and institutional forms

November 24, 2011

Journal of Business Anthropology, 1(1), Spring 2012

Baba / Anthropology and Business: Influence and Interests

anthropologies, there are many business anthropologies or

Anthropology and business: our legacy of theory and practice

Journal of Business Anthropology, 1(1), Spring 2012

Chicago, attracting anthropologists including Radcliffe-Brown, Warner,

Baba / Anthropology and Business: Influence and Interests

relationships established among these four individuals, particularly

The Memorial was created in 1918 in memory of the wife of John D.

Journal of Business Anthropology, 1(1), Spring 2012

and Mayo at Harvard).8 However, it is also important to recognize that

Baba / Anthropology and Business: Influence and Interests

Journal of Business Anthropology, 1(1), Spring 2012

science and backed most of Rumls proposals (Bulmer and Bulmer

The context of the Ludlow incident

Baba / Anthropology and Business: Influence and Interests

in a political and public relations debacle, forcing the Foundation to

Journal of Business Anthropology, 1(1), Spring 2012

(Gillespie 1991:23).11 Several people were killed in the clash, including

Baba / Anthropology and Business: Influence and Interests

The context of industrial welfare

Journal of Business Anthropology, 1(1), Spring 2012

companys employees and their families. The enlightened self-interest of

Baba / Anthropology and Business: Influence and Interests

carried on in practice by industrial relations professionals. Industrial

Rumls strategy to institutionalize social science research

Journal of Business Anthropology, 1(1), Spring 2012

of social theory and philosophy, but because of a practical interest in

Baba / Anthropology and Business: Influence and Interests

Journal of Business Anthropology, 1(1), Spring 2012

Rockefeller philanthropy and the Human Relations School

Mayos grant was of limited duration, he was under pressure to show

Baba / Anthropology and Business: Influence and Interests

read anthropology, and to incorporate its literature into his theory,

Journal of Business Anthropology, 1(1), Spring 2012

at Harvard,19 sought out Mayo in hopes of securing funding for a

Baba / Anthropology and Business: Influence and Interests

Journal of Business Anthropology, 1(1), Spring 2012

functionalism, which he viewed as a natural science of society (Eggan

Baba / Anthropology and Business: Influence and Interests

operation of the organization, we can set up a system of

Journal of Business Anthropology, 1(1), Spring 2012

Baba / Anthropology and Business: Influence and Interests

Journal of Business Anthropology, 1(1), Spring 2012

During his five year stint in Sydney (1926-31), Radcliffe-Brown

Baba / Anthropology and Business: Influence and Interests

Of special note was an increase in tension between Malinowski

Journal of Business Anthropology, 1(1), Spring 2012

of view of contact with European culture, the ensuing

Baba / Anthropology and Business: Influence and Interests

Journal of Business Anthropology, 1(1), Spring 2012