In the fourteenth and fifteenth centuries, many Western Pueblo settlements in what is now the southwestern United States may have possessed distinctly hierarchical organizational structures. These communities' agricultural systems—which were "intensive" in the use of labor rather than "extensive" in area—may have given rise to political leadership that managed both labor and food resources. That formal management of food resources was needed is suggested by the large size of storage spaces located around some communal Great Kivas (underground ceremonial chambers). Though no direct evidence exists that such spaces were used to store food, Western Pueblo communities lacking sufficient arable land to support their populations could have preserved the necessary extra food, including imported foodstuffs, in such apparently communal spaces.

    Moreover, evidence of specialization in producing raw materials and in manufacturing ceramics and textiles indicates differentiation of labor within and between communities. The organizational and managerial demands of such specialization strengthen the possibility that a decision-making elite existed, an elite whose control over labor, the use of community surpluses, and the acquisition of imported goods would have led to a concentration of economic resources in their own hands. Evidence for differential distribution of wealth is found in burials of the period: some include large quantities of pottery, jewelry, and other artifacts, whereas others from the same sites lack any such materials.

    In a 1984 book, Claire C. Robertson argued that, before colonialism, age was a more important indicator of status and authority than gender in Ghana and in Africa generally. British colonialism imposed European-style maledominant notions upon more egalitarian local situations to the detriment of women generally, and gender became a defining characteristic that weakened women's power and authority.

    Subsequent research in Kenya convinced Robertson that she had overgeneralized about Africa. Before colonialism, gender was more salient in central Kenya than it was in Ghana, although age was still crucial in determining authority. In contrast with Ghana, where women had traded for hundreds of years and achieved legal majority (not unrelated phenomena), the evidence regarding central Kenya indicated that women were legal minors and were sometimes treated as male property, as were European women at that time. Factors like strong patrilinearity and patrilocality, as well as women's inferior land rights and lesser involvement in trade, made women more dependent on men than was generally the case in Ghana. However, since age apparently remained the overriding principle of social organization in central Kenya, some senior women had much authority. Thus, Robertson revised her hypothesis somewhat, arguing that in determining authority in precolonial Africa age was a primary principle that superseded gender to varying degrees depending on the situation.

    In corporate purchasing, competitive scrutiny is typically limited to suppliers of items that are directly related to end products. With "indirect" purchases (such as computers, advertising, and legal services), which are not directly related to production, corporations often favor "supplier partnerships" (arrangements in which the purchaser forgoes the right to pursue alternative suppliers), which can inappropriately shelter suppliers from rigorous competitive scrutiny that might afford the purchaser economic leverage. There are two independent variables—availability of alternatives and ease of changing suppliers—that companies should. use to evaluate the feasibility of subjecting suppliers of indirect purchases to competitive scrutiny. This can create four possible Situations.

    In Type 1 situations, there are many alternatives and change is relatively easy. Open pursuit of alternatives—by frequent cormpetitive bidding, if possible—will likely yield the best results. In Type 2 situations, where there are many alternatives but change is difficult—as for providers of employee health-care benefits—it is important to continuously test the market and use the results to secure concessions from existing suppliers. Alternatives provide a credible threat to suppliers, even if the ability to switch is constrained. In Type 3 situations, there are few alternatives, but the ability to switch without difficulty creates a threat that companies can use to negotiate. concession from existing suppliers. In Type 4 situations, where there are few alternatives and change is difficult, partnerships may be unavoidable.