Government and the Food Industry: Economic and Political Effects of Conflict and Co-Operation

  • L. Tim Wallace
  • William R. Schroder

Table of contents

  1. Front Matter
    Pages i-xiii
  2. Overviews

    1. Front Matter
      Pages 1-1
  3. Domestic Competition and Trade Practices Policy

  4. Research and Development Policy Issues

    1. Front Matter
      Pages 107-109
    2. Julian M. Alston, Philip G. Pardey, Tim Wallace
      Pages 111-124
    3. Mary D. Earle, Richard L. Earle
      Pages 125-140
    4. W. D. Dobson
      Pages 141-158
  5. Selected Interest Group Issues

    1. Front Matter
      Pages 159-160
    2. Tanya Roberts, Roberta A. Morales, C.-T. Jordan Lin, Julie A. Caswell, Neal H. Hooker
      Pages 161-178
    3. Len Richardson
      Pages 179-203
  6. Environmental Issues and the Food Industry

  7. International Trade Policy

    1. Front Matter
      Pages 291-293
    2. Walter J. Armbruster, John P. Nichols, Karen Z. Ackerman
      Pages 295-309
    3. Timothy E. Josling
      Pages 311-326
    4. Kirby Moulton, Tony Spawton
      Pages 327-344
  8. Government/Business Strategy Linkages

    1. Front Matter
      Pages 355-356
    2. William R. Schroder, Felix A. Mavondo
      Pages 385-397
    3. Randall E. Westgren, Larry J. Martin
      Pages 399-416
  9. Back Matter
    Pages 417-421

About this book


This book's purpose is to shed light on the threats and opportunities arising from the incentives and restrictions of governmental actions which food industry managers discover in their search for profits. The food industry, as defined here, includes farmers, their input suppliers, processors and distributors. This text explores how the private sector reacts to the stimulus of public support measures, rules and regulations which are usually motivated by entirely different ends than those desired within the private sector. No current single model of economic behavior as yet adequately encompasses or quantifies these complex vectors and forces. Management is comprised of many factors, most of which can be identified ex post but few of which can be appraised precisely ex ante. The perceptual processes by which managers respond to governments are influenced by culture, aptitudes, individual and collective goals. details of most government/business relationships are discussed Few openly since management and government officials are, understandably, often reluctant to share the decision tree route by which trust is built and understandings are negotiated. Our text differs from others in that we combine both a theoretical and experiential approach to the subject. The insights provided by the case study material give a more macro and yet realistic view than tha t usually offered elsewhere. We indicate the risks and dynamics of the situations faced by management while also showing the importance and strategic relevance of a solid analytical foundation for managerial purposes.


business conflict development management productivity science and technology strategy sustainability

Editors and affiliations

  • L. Tim Wallace
    • 1
  • William R. Schroder
    • 2
  1. 1.University of CaliforniaBerkeleyUSA
  2. 2.Monash UniversityAustralia

Bibliographic information

Industry Sectors
Finance, Business & Banking