Competitiveness and Death examines the increase and reduction of regulatory barriers to trade across three industries: environmental, labor, and safety rules on automobiles, consumer protection regulations on meat, and intellectual property regulations on medicines. The fundamental negotiation in trade and regulatory policymaking occurs between businesses, activists, and government officials.

Gary Winslett builds on new trade theories to explain when and why businesses are most likely to lobby governments to reduce these regulatory trade barriers. He argues that businesses prevail when they can connect with broader concerns about national economic competitiveness. He examines how activist organizations overcome collective action problems and defend regulatory differences, arguing that they succeed when they can link their desire for barriers with preventing needless death. Competitiveness and Death provides a political companion to new trade theories in economics, questioning cleavage-based explanations of trade politics, demonstrating the underappreciated importance of activists, suggesting the limits of globalization, providing in-depth examination of previously ignored trade negotiations, qualifying the California Effect (the shift toward stricter regulatory standards), and showing the relative rarity of regulations used as disguised protectionism.
 

It is a bedrock American belief: the 1950s were a golden age of prosperity for autoworkers. Flush with high wages and enjoying the benefits of generous union contracts, these workers became the backbone of a thriving blue-collar middle class. It is also a myth. Daniel J. Clark began by interviewing dozens of former autoworkers in the Detroit area and found a different story--one of economic insecurity caused by frequent layoffs, unrealized contract provisions, and indispensable second jobs. Disruption in Detroit is a vivid portrait of workers and an industry that experienced anything but stable prosperity. As Clark reveals, the myths--whether of rising incomes or hard-nosed union bargaining success--came later. In the 1950s, ordinary autoworkers, union leaders, and auto company executives recognized that although jobs in their industry paid high wages, they were far from steady and often impossible to find.

For years political cartoons have shaped the often unflattering popular view of public figures. One of the most-often-portrayed figures of the twentieth century was the automobile manufacturer Henry Ford. Through editorial drawings, a vivid picture of Ford was presented that became the source of myths that surrounded him and continue even to this day.

Drawing Conclusions on Henry Ford is the first and only collection that brings together in one volume these editorial cartoons. They date back as far as the time Ford introduced the Model T in 1908 and extend forward to the introduction of the Model A and subsequent V8 engines in the 1930s. They illustrate the emergence of many of the popular myths surrounding Henry Ford, as seen and understood by the average citizen during the opening decades of the twentieth century. With 150 illustrations, the reader is able to trace the evolving images of Ford from a time period when caricature images of public figures were a primary source of information about those persons. Sometimes funny, sometimes sharp and critical, these cartoons are entertaining in themselves. Viewed as a whole, they create anew view of the Henry Ford story.

Rudolph V. Alvarado is a freelance writer and museum consultant, as well as the former programs leader for the Henry Ford Museum and Greenfield Village. Sonya Y. Alvarado is an instructor of English, at Eastern Michigan University and a former adjunct faculty member, Wayne State University.

This book shows how Ford's first large automotive plant—the Crystal Palace—transformed the sleepy village of Highland Park, Michigan, into an industrial boomtown that later became an urban ghetto, and the first American city whose life and well-being depended entirely upon the employment and production policies of the automotive industry.

More than 4,200 residents of Detroit's "Poletown" community lost their homes in the 1980s when the neighborhood was razed to accommodate construction of a Cadillac plant on land where generations of Polish immigrants had lived, worked, and worshipped. Poletown is the story of the only group in Detroit to oppose the construction plan: the Poles and blacks who fought side by side to save their neighborhood, one of the city's oldest integrated communities.
"This book is about the ramifications of raw corporate power going unchecked." -- John Conyers, Michigan congressman
"Racial class is a fundamental problem in America. But Poletown demonstrates that economic class is even more fundamental." -- Rev. Jesse Jackson
 

Alfred P. Sloan Jr. became the president of General Motors in 1923 and stepped down as its CEO in 1946. During this time, he led GM past the Ford Motor Company and on to international business triumph by virtue of his brilliant managerial practices and his insights into the new consumer economy he and GM helped to produce. Bill Gates has said that Sloan's 1964 management tome, My Years with General Motors, "is probably the best book to read if you want to read only one book about business." And if you want to read only one book about Sloan, that book should be historian David Farber's Sloan Rules.

Here, for the first time, is a study of both the difficult man and the pathbreaking executive. Sloan Rules reveals the GM genius as not only a driven manager of men, machines, money, and markets but also a passionate and not always wise participant in the great events of his day. Sloan, for example, reviled Franklin Roosevelt and the New Deal; he firmly believed that politicians, government bureaucrats, and union leaders knew next to nothing about the workings of the new consumer economy, and he did his best to stop them from intervening in the private enterprise system. He was instrumental in transforming GM from the country's largest producer of cars into the mainstay of America's "Arsenal of Democracy" during World War II; after the war, he bet GM's future on renewed American prosperity and helped lead the country into a period of economic abundance. Through his business genius, his sometimes myopic social vision, and his vast fortune, Sloan was an architect of the corporate-dominated global society we live in today.

David Farber's story of America's first corporate genius is biography of the highest order, a portrait of an extraordinarily compelling and skillful man who shaped his era and ours.

From 1918 to 1968, Czechoslovak auto manufacturing was marked by the growing influence of the American model of mass production and by the Sovietization of Czechoslovak society and industry. In this book, Valentina Fava examines how the stratification of foreign technical and organizational knowledge shaped Czechoslovak car production practices, contributing to the formation of a specific technical and organizational culture. This book studies and raises questions typical of company cases in business history and relative to Škoda corporate structure, performance, production processes, and product quality.

At its peak in the 1950s and 1960s, automobile manufacturing was the largest, most profitable industry in the United States and residents of industry hubs like Detroit and Flint, Michigan had some of the highest incomes in the country. Over the last half-century, the industry has declined, and American automakers now struggle to stay profitable. How did the most prosperous industry in the richest country in the world crash and burn? In Wrecked, sociologists Joshua Murray and Michael Schwartz offer an unprecedented historical-sociological analysis of the downfall of the auto industry. Through an in-depth examination of labor relations and the production processes of automakers in the U.S. and Japan both before and after World War II, they demonstrate that the decline of the American manufacturers was the unintended consequence of their attempts to weaken the bargaining power of their unions.
 
Today Japanese and many European automakers produce higher quality cars at lower cost than their American counterparts thanks to a flexible form of production characterized by long-term sole suppliers, assembly and supply plants located near each other, and just-in-time delivery of raw materials. While this style of production was, in fact, pioneered in the U.S. prior to World War II, in the years after the war, American automakers deliberately dismantled this system. As Murray and Schwartz show, flexible production accelerated innovation but also facilitated workers’ efforts to unionize plants and carry out work stoppages. To reduce the efficacy of strikes and combat the labor militancy that flourished between the Depression and the postwar period, the industry dispersed production across the nation, began maintaining large stockpiles of inventory, and eliminated single sourcing. While this restructuring of production did ultimately reduce workers’ leverage, it also decreased production efficiency and innovation. The U.S. auto industry has struggled ever since to compete with foreign automakers, and formerly thriving motor cities have suffered the consequences of mass deindustrialization.
 
Murray and Schwartz argue that new business models that reinstate flexible production and prioritize innovation rather than cheap labor could stem the outsourcing of jobs and help revive the auto industry. By clarifying the historical relationships between production processes, organized labor, and industrial innovation, Wrecked provides new insights into the inner workings and decline of the U.S. auto industry.