ChronlclnJanuary 1990 A MAGAZINE OF AMERICAN CULTUREnEconomicnNationalismn”All mental revolutions are attended by catastrophe.”nW. Winwood ReadenBanana Republicansnby Thomas FlemingnShortly after the election of 1988 one grand old man of thenRepublican Party told me he thought Mr. Bush could dona creditable job so long as his administration faced no majorncrises. The very minor crisis of the abortive coup in Panamanwas the first serious test of this thesis, and it would seem, atnfirst glance, that the thesis passed and George Bush flunked.nRepublicans and Democrats alike, liberals as well as conservatives,nexcoriated the President for his failure to seize the opportunity ofnridding the world of a petty drug-dealing despot who had proved imperviousnto the charm and threats of Elliott Abrams. CongressionalnDemocrats, in describing the administration’s sluggish response tonevents, revived a favorite term from the Reagan years: disarray, andnThe Wall Street Journal called the affair another Bay of Pigs.nThere could be no more entertaining and edifying spectacle onnthe evening news than the sight of Manuel Noriega hanging upsidenThe Corporate Citizen by Anthony HarrigannNational vs. IVansnational Economic StrategiesnTnransnationalism isn’t a lerm that isnfamiliar to the American people.nAccording to Peter Drucker. a leadingnadvocate of transnationalism, a transnationalncompany is one that operates in thenglobal marketplace; that does its researchnwherever there are scientists and technicians,nand manufactures where economicsndictate (in many countries, that is); and thatnhas a management that doesn’t feel anynallegiance to the economic or nationalnin which itnMill I incing fromnn short, itnn a globaln^presents anmutation of (he multinational. Americanncompanies have had foreign subsidiaries fornmany decades, and the American multinationalnhas been built around the nationalninterest of the United States. But some suchncompanies are moving from multinationalnto transnational, and in doing so are consciouslyndiscarding their basic Americannorientation.nA case in point is the NCR Corporation.nOn April 12, 1989, economics columnistnHobart Rowen of The Washington Postnquoted Gilbert Williamson, president ofnNCR, as saying, “1 was asked the other daynabout competitiveness. I replied that I don’tnthink about it at all. We at NCR think ofnourselves as a globally competitive com-ntcontinued on pg. 25)nnn