Computers and commerce : a study of technology and management at Eckert-Mauchly computer company, engineering research associates, and remington rand, 1946-1957
著者
書誌事項
Computers and commerce : a study of technology and management at Eckert-Mauchly computer company, engineering research associates, and remington rand, 1946-1957
(History of computing)
MIT Press, 2005
大学図書館所蔵 全8件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references and index
内容説明・目次
内容説明
The history of a crucial decade in the early development of digital technology, focusing on both technical and business issues at two key firms.
Between 1946 and 1957 computing went from a preliminary, developmental stage to more widespread use accompanied by the beginnings of the digital computer industry. During this crucial decade, spurred by rapid technological advances, the computer enterprise became a major phenomenon. In Computers and Commerce, Arthur Norberg explores the importance of these years in the history of computing by focusing on technical developments and business strategies at two important firms, both established in 1946, Engineering Research Associates (ERA) and Eckert-Mauchly Computer Company (EMCC), from their early activities through their acquisition by Remington Rand. Both ERA and EMCC had their roots in World War II, and in postwar years both firms received major funding from the United States government. Norberg analyzes the interaction between the two companies and the government and examines the impact of this institutional context on technological innovation. He assesses the technical contributions of such key company figures as J. Presper Eckert, John Mauchly, Grace Hopper, and William Norris, analyzing the importance of engineering knowledge in converting theoretical designs into workable machines. Norberg looks at the two firms' operations after 1951 as independent subsidiaries of Remington Rand, and documents the management problems that began after Remington Rand merged with Sperry Gyroscope to form Sperry Rand in 1955.
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