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The Workplace and Economic Crisis: Canadian Textile Firms, 1929–1935

Published online by Cambridge University Press:  18 February 2015

Robert Lewis
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Abstract

The devastating conditions of the Great Depression forced manufacturers to rethink their approach to workplace control, economic policy, and production practices. Although we know a great deal about how industries responded to the depression, we know very little about the changes implemented by firms. This is unfortunate as firms in the same industry face quite different problems, possess dissimilar work cultures, construct an array of production formats, and have access to a range of financial resources. Based on a literature that documents the variety of strategies devised by industries and firms, this paper shows how four Canadian textile firms—two cotton and two hosiery and knitting—reacted to the economic crisis of the Great Depression. In the face of a different array of conditions, each firm devised different restructuring strategies. The large cotton corporations responded by combining mechanization, product line change, and a new division of labor. The smaller, more competitive hosiery and knitting firms, on the other hand, imposed either a harsh regime of scientific management or conservative, piecemeal changes. In the midst of restructuring the workplace, manufacturers reasserted their prerogatives of managerial authority, selectively took advantage of the opportunities opened up by economic crisis, and created a new regime of industrial-state regulations.

Type
Articles
Information
Enterprise & Society , Volume 10 , Issue 3 , September 2009 , pp. 498 - 528
Copyright
Copyright © The Author(s) 2009. Published by Cambridge University Press on behalf of the Business History Conference. All rights reserved.

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