The following article combines an analysis of production techniques in the French automobile industry between the wars and a rich supply of photographs that visually document the course of innovation in the industry. The text and illustrations show that, though production managers at Citroën, Peugeot, and Renault were aware of the methods of Henry Ford and Frederick W. Taylor, they adapted them to specific situations within the French industry and within their own companies. By looking specifically at the work of Ernest Mattern, who held production responsibilities at both Peugeot and Citroën and observed Renault as well, the essay traces the incremental changes in the organization of automobile manufacturing in France before the Second World War.

The rise of heavy industry and its managerial elite in the German Empire and in the United States provides stimuhting parallels and contrasts. Professor Spencer discusses the social constraints under which a professional management class developed in the German coal, iron, and steel industry during the generation before World War I. Ranking distinctly below the landed aristocracy and the governmental bureaucracy (both of which they would gladly have emulated), and preoccupied with the maintenance of order in the midst of rapid economic and social change, German managers used their power and influence to sustain and manipulate existing systems of authority, and came to play no broader role in the development of their commonwealth than did their American counterparts.

In the mid-eighteenth century, the Scottish coal industry was characterized by small pits, lagging technology, serf labor, and owner management. Thus, severe bottlenecks in the supply of responsible managerial personnel occurred when the market expanded as the result of the establishment of coke-using iron works and the growth of urban centers in the last four decades of the century. By 1815, however, the Scottish industry had seen the rise of large firms, an advance in technology, the abolition of serf labor, and the attainment of near self-sufficiency in the supply of essential professional managers.

This article establishes the contributions of a pioneer American thinker to the theory of administration, scientific management, and the theory (and practice) of human relations. Barksdale did not publish his ideas widely, and his contributions are best known through the men he trained and his own managerial success at Du Pont and General Motors.

During the first two decades of the twentieth century, businessmen and government officials increasingly worked together to strengthen the position of the United States in world markets. Much of the intellectual underpinnings of this organizational drive lay in progressive America's attraction to the gospel of efficiency and in a desire to emulate the nation which seemed to embody that gospel best — Germany.

This article examines the 1968 decision by the French mineral water company Vittel to use PVC packaging for its main product. This was the first time this type of packaging had been used for a mainstream consumer product. By examining the causes, manifestations, and consequences of this business decision, it aims to show how this model has spread and contributed to the creation of an environmentally damaging waste regime by abandoning deposit systems. The article also seeks to show, through this case, the importance of identifying social and institutional contexts to understand the trajectory of consumer products.

The South African state maintained vigorous repressive legislation to destroy trade union activity among African workers after World War II. The genesis of industrial psychology, personnel research and personnel management is examined in this context. In particular, the article reveals tension between the recommendations of the National Institute for Personnel Research and the imperatives of apartheid.

The sale of luxury goods during the 1930s represents an incongruous aspect of American business that has been largely ignored by historians. This essay focuses on the efforts of one manufacturer of high-quality, elegant glassware, A. H. Heisey & Company of Newark, Ohio, to survive the Great Depression. Heisey created successful new sales strategies and product designs to meet the changing tastes of its customers. Although difficult to gauge with precision, Heisey's business also benefited from the overlapping influence of several New Deal measures: the Beer–Wine Revenue Act, the National Recovery Act, and the National Housing Act. Paradoxically, Heisey was most hampered by President Roosevelt's adoption of fiscal restraint in 1937, a policy that the company's Republican executives strongly advocated.

Although Norway's information-technology (IT) industry has never been an international success, it has been a critical factor in the country's economy over the past thirty years. Several IT companies came close to reaching a global scale, but escalating costs finally prevented them from doing so. In addition, the IT firms became sidetracked by the domestic sales opportunities that accompanied the expansion of the Norwegian oil sector, as they chose to design specialized products for national markets instead of targeting the international market-place. Although their decision resulted in organizational continuity, the firms themselves have experienced turbulence, bankruptcy, and change, making the development of the sector a messy and problematic affair.

During a career that stretched from the Progressive Era through the 1950s, Gilbert H. Montague served businesses as a lawyer and lobbyist, managing relations between companies and the government. In this capacity he had a significant impact on the evolution of regulation, particularly antitrust law. Just as important, his career provides valuable insight into the activities and attitudes of the class made up of corporate lawyers and lobbyists, which constituted an important part of the system of regulated capitalism that emerged in the United States during the first half of the twentieth century.

The early patterns of finance in a twentieth-century transportation industry are examined by Professor Rae. His analysis is especially illustrative of the problems of companies manufacturing a product to highly exacting technical standards and for sale to a limited number of customers.

As is generally known, the 1790s was the first decade in which the American banking system expanded. Professor Klebaner has taken the trouble to ascertain the fate of the state-chartered banks founded in that decade. He has put his material into lists that we are glad to publish as a unique source of banking history.

The 1920s were important for the development of banking in the United States because new lending practices strongly favored credit expansion. Those innovations pertained to the measurement of credit risk and to new sales methods for banks. In particular, I describe the development of scientific credit analysis and so-called credit barometrics. Credit barometrics indicated credit worthiness based on statistical analysis and replaced old rules of thumb. These indicators were flawed and induced an erroneous belief in a future with rational and safe credit management. By studying the course of major New York banks as well as aggregate data, I show how the innovations in banking methods contributed to the credit boom that ended with the crash in 1929.

As Latin American businessmen assess their historical experience, how do they characterize their progress and future?

The revocation of the Royal African Company's (RAC) monopoly in 1698 inaugurated a transformation of the transatlantic slave trade. While the RAC's exit from the slave trade has received scholarly attention, little is known about the company's response to the loss of its trading privileges. Not only did the end of the company's monopoly increase competition, but the unprecedented numbers of private traders who entered the trade exacerbated the company's principal-agent problems on the West African coast. To analyze the company's behavior in the post-monopoly period, we exploit a series of 292 instruction letters that the RAC issued to its slave-ship captains between 1685 and 1706, coding each individual command in the letters. Our database reveals two new insights into the company's response to its upended competitive landscape. First, the RAC showed a remarkable degree of organizational flexibility, reacting to a heightened principal-agent problem. Second, its response was facilitated by the infrastructure of the transatlantic slave trade, which gave the company a monitoring mechanism by virtue of the slave-ship captains who continually sailed to the West African coast.