Two differing managerial philosophies competed for the support of American businessmen around the beginning of the twentieth century — the “scientific management” of Frederick W. Taylor and a general set of practices known as “welfare work.” This study examines the experience of a Brandywine River textile firm which tried to employ both approaches at the same time.

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.

Professor Miner recounts the complex story of the loss of Cherokee control of mineral development on tribal lands in what later became Oklahoma. These events constitute a chapter in the long history of the loss of Indian sovereignty in the wake of the expansion of the white man's civilization across the continent.

Professor Niemi formalizes the existing body of census data for detailed analysis of structural and labor productivity patterns in American manufacturing in the last half of the nineteenth century.

Continuing a long tradition, the government of New York attempted to aid domestic manufacturing in various ways during the troubled period of the Embargo, the War of 1812, and the war's aftermath. Among the most important legislative actions was the state's general incorporation law for manufacturing, passed in 1811 on a temporary basis and enacted without time limit in 1821.