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This article describes the features of the international mercury market during the first half of the twentieth century. It analyzes the various market agreements made, their effectiveness, and their consequences. The period studied is little understood, although it was one in which mercury production greatly increased. It was also one that saw persistent efforts at market manipulation, owing to a series of agreements between Spanish and Italian producers that proved very effective until the arrival of shipments of mercury produced by Soviet bloc members and by some developing countries.
This article compares two media multinationals that supplied different genres of news, political and economic. Most media companies provided both genres, and these categories often overlapped. Still, investigating two firms founded in twentieth-century Germany shows how product differentiation affects the organization, geographical orientation, and business models of multinationals. While political news had the greatest impact when it was free and ubiquitous, economic news was most effective when it was expensive and exclusive.
This article focuses on the construction of turnkey hospitals in Latin America by the German electromedical equipment maker Siemens-Reiniger-Werke (SRW) in the 1950s and 1960s. After World War II, SRW was unable to return to the overseas markets it had lost during the war through only the export of goods. Hospital construction was thus a way to reenter these markets, offering local governments a new form of service and product: a German hospital. In order to achieve this strategy, SRW organized and directed an informal association called Deutsche Hospitalia, which gathered together some thirty German manufacturers involved in the process of building a fully equipped hospital. This article argues that SRW, by diffusing a standardized hospital model in Latin America, contributed to the globalization of medicine.