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Table 7-1. The Corporate Class: Kerbo’s Outline (p. 184). Critique of the Ruling Class theory Defining the Corporate Class: Structure of Corporate Concentration The Nature and Consequences of Economic and Political Centralization Is There a Corporate Class? Does it Really Matter?.
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Table 7-1. The Corporate Class: Kerbo’s Outline (p. 184) • Critique of the Ruling Class theory • Defining the Corporate Class: Structure of Corporate Concentration • The Nature and Consequences of Economic and Political Centralization • Is There a Corporate Class? Does it Really Matter?
Table 7-2. Comparing Upper and Corporate Classes Based on Interests, Organization, and Power
Table 7-3. The Foundation for a Corporate Class (Kerbo, p. 188) • The increasing size of major corporations and their increasing domination of the global markets since 1880 • The increasing concentration of stock ownership in major corporations, including ownership by other (particularly financial) corporations • The growing network of interlocking directorates that link top corporate personnel and foster interests and loyalties that transcend specific corporations, which facilitates collective action and political planning and influence
Table 7-4. Top Ten U.S. Corporations Based on Forbes Rating, with Assets and Sales in Billions of U.S. Dollars, 2004 (from Kerbo, pp. 188-189)
Table 7-5. Top Ten U.S. Corporations Based on Assets with Assets and Sales in Billions of U.S. Dollars, 2004 (from Kerbo, pp. 188-189)
Table 7-6. Stock-Voting Positions Held by Other Banks in Top Five Banks Ranked by Assets (Kerbo, p. 196)
Table 7-7. Why Do Corporate Interlocks Matter (from Kerbo, p. 197) • They reduce competition among corporations • They represent outside influence over corporations • They provide ways of exchanging information between corporations that might otherwise be barred by restraint of trade regulations • They help provide unity and facilitate organization of the corporate class • They help corporations cooperate in dealing with government regulations or in attempting to influence government policy
Table 7-8. Characteristics of the Corporate Inter-Organizational Leaders (Kerbo, p. 203) • Have more positions on corporate boards • More likely to be on board of larger corporations • Often represent large banks on corporate boards • More often belong to elite social clubs • More often worked their way up to top positions rather than inheriting wealthy family status • Often represent corporate interests in foundations, universities, and government
Table 7-9. Three Perspectives on Three Questions About Elites (from Kerbo, p. 210)