Abstract
The lengthy dispute about the role of big business in Hitler's Third Reich has generally portrayed business leaders either as instigators or as victims. The experience of Norton Company, an American multinational in Germany between 1933 and 1945, fits neither role. In this article, Professor Cheape demonstrates that Norton's German and American managers acted as outsiders compelled to play a part for their firm's long–run self–interest. As a result, Norton executives variously cooperated with, ignored, or violated Nazi policies, presenting a richer and more complex pattern of behavior than is usually pictured.
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