The Early History of "Financial Management"
回顾《财务管理》期刊创办头十年的发展，分析其未完全实现原始目标的原因，对了解该期刊及金融管理协会的早期历程有参考价值。
Recent growth in virtually all the FMA's dimensions and orderly transfer of control to its secondgeneration leaders have established it securely among associations related to business disciplines. Nonetheless, the FMA has underachieved relative to some original purposes. Therefore, aside from simple archival value, at the FMA's tenth anniversary it is of some consequence to ask if a statement of the journal's early history reflects faults in conception or execution by its parent and/or itself. To clarify one point, the reader should understand that Financial Management was and is today a success (and a growing one) in its own right, exercising increasing and beneficial powers. Many issues of the journal have been splendid. The growing volume of requests to reprint articles from Financial Management testifies to their acceptance and usability, at least pedagogically. My wishes for more complete success must be seen in this perspective. Ambitions of Financial Management in its early years reflected the intentions, articulated or not, of the Association's founders, trustees, and officers. Inevitably, my predilections and those of the associate editors were reflected in the journal's ambitions, procedures, and partially realized goals. If it was not evident at the time, certainly it should b abundantly clear in retrospect that any new business and that was written in bold letters over th FMA and Financial Management will experience marketing and supply difficulties and o ganizational stresses. These mechanical frictions associated with a start-up journal need not detain us. It is better to concentrate on what a shortfall in realization of basic goals can teach for the future. Interestingly, there was little, if anything, within the editorial realm of Financial Management's early history wholly without some precedent or parallel. It is accurate to say, however, that the combination of ends sought and means elected by the editors of Financial Management was comparatively rare, and p rhaps even unique. At the least, it is certain that new ground was to be broken by untested devices in the hands of an embryonic organization. If some or many of our intentions were stillborn, we may fairly ask: was that a just result of failures or was it an inevitability?