Leland H. Jenks and Thomas C. Cochran have suggested that the actions and motivations of modern businessmen be studied through the examination of “sanctions,” the latter defining “social sanction” as “a label for certain types of opinion or attitudes” involving judgments on what is worthy of praise and blame and of social penalties and rewards. When speaking of sanctions, we deal, he says, with a “general concept that stresses the stabilizing function of adages, admonitions, social ceremonies, traditional practices, and other such devices for protecting society from unpredictable behavior.” I believe this concept is a good tool for comparing two cultures of the same period or the same culture at two different periods, for showing the possibilities of, say, the Point Four Program, or for explaining otherwise inexplicable differences in the rate of capitalistic development. But considerable theoretical deliberation and many empirical studies are needed before it can be forged into a tool that can be widely used for research in entrepreneurship. This discussion is concerned with some considerations in connection with the application of the concept to the study of American businessmen and the freedom of enterprise in the nineteenth century.
Truman's New Deal: Point Four and the Genesis of Modern Global Development