After spending a decade as an independent trucker hauling milk, watermelons, and paper across the United States, Mike Parkhurst sold his tractor-trailer in 1961 and used the proceeds to establish Overdrive magazine—the “Voice of the American Trucker.” Believing “truckers were ready for a magazine that would pull no punches,” Parkhurst launched a decades-long editorial assault on transportation regulations that he believed bound American enterprise in the chains of corporate control, government malfeasance, and brutish boss unionism. By the mid-1970s, Parkhurst became one of the nation's most outspoken advocates of transportation deregulation. As he told a reporter for Time in 1975, he hoped “to wake the truckers up to the fact that they're slaves to a monopoly”—a monopoly on freight transportation maintained by corporate trucking firms, abetted by the Teamsters Union, and sanctioned by corrupt government officials. In the summer of 1979, Parkhurst helped to orchestrate a nationwide strike by tens of thousands of independent truckers, in which drivers demanded, according to William Scheffer of the Overdrive-sponsored Independent Truckers Association, “the dismantling of a giant Federal bureaucracy that has grown to govern the trucking industry since the mid-1930's.”

The idea, and to a lesser extent the reality, of themodern home improvement store was born in the first quarter of the twentieth century. After 1905 the manufacturers of mail-order kit houses soon grew to threaten the local monopoly of retail building suppliers. Themost important of these suppliers were the lumber merchants who provided most of the materials and credit used by building contractors. At first dealers responded by mounting boycotts and by supporting trade-at-home campaigns, but these were successfully challenged in court. A survey of trade journals shows that after 1914 dealers began to act more constructively. Encouraged by the trade press, and helped by state and national associations, by the 1920s they were advertising more effectively and offering a widening range of goods and services to consumers, including house plans. Because many new customers were women, dealers had to hire more courteous staff, clean up their yards, mount better displays, build showrooms and, in time, relocate to more salubrious and heavily-trafficked parts of town. The emergence of the home improvement store is a significant chapter in the history of urban housing, and especially the marketing of housing services, in the twentieth century.

Nondiscrimination was the bedrock of U.S. transport regulation for nearly a century. The Interstate Commerce Act of 1887, the federal government's first major regulatory initiative, barred “unreasonable discrimination” in rates and service to keep railroads from aiding one businesses or community over another. As regulation developed, similar obligations were imposed on ship lines, truck lines, and air carriers. Most freight transportation companies were forced to operate as “common carriers,” publishing a rate applicable to each commodity and applying that rate to every shipment. Equal treatment of all customers, based strictly on posted prices and terms of service, was widely considered essential to keeping the transportation market “fair.”

Historians, in general, and historians of the trans-Mississippi West, in particular, have paid scant attention to the Panic of 1893 except to summarize its highlights: the silver-mining industry collapsed; banks and businesses failed; unemployment increased; labor rebelled—sometimes violently; and the Populists gained political ground. Some historians of the American West have given the panic a miss entirely

The current literature on international joint ventures pays considerable attention to why joint ventures are established or why they are dissolved, but we lack studies that give insight into their dynamic development. The aim of this article is to investigate the evolution of an international joint venture over time. We confront some of the theoretical insights developed during the last decades with the dramatic history of the aluminum producer Det Norske Nitridaktieselskap (DNN). The company was established shortly beforeWorld War I and was finally disbanded over seventy years later. For most of this time, DNN was an international joint venture with shifting ownership configurations. This gives us the possibility not only to discuss the motivation for why the company was established or why it was dissolved, but also to study the mid-life of the company. What was DNN's role within the general corporate strategies of the owners? Did this role change over time?

The aim of this essay is to analyze the way management sciences and practices use history or at least the kind of research which they define as history. This reflection will lead to discussing the possibility and the opportunity that an historical approach might have in creating management knowledge, especially “workable” know-how. A quick look at present-day exchanges between the two communities could lead us to the conclusion that there were tensions in the past that have not entirely evaporated. Might they explain the relative modesty of the dialogue, at least in France?

This short essay elaborates on two points raised by Eric Godelier's article about resolving divisions between management science and business history in France. It outlines the segmentation of French higher education, especially in the area of business studies, and discusses some long-standing debates over legitimizing historical studies.