This shortform book presents key peer-reviewed research selected by expert series editors and contextualised by new analysis from each author on different forms of organising British industry. With contributions on the strengths and weaknesses of the holding company structure, government organisation of industry during war time, the effects of forms of organisation on innovation, and debates over the suitability of international comparisons, this volume provides an array of fascinating insights into industrial history. Of interest to business and economic historians, this shortform book also provides analysis and illustrative case-studies that will be valuable reading across the social sciences.

This book examines the decline of the cotton textiles industry, which defined Britain as an industrial nation, from its peak in the late nineteenth century to the state of the industry at the end of the twentieth century. Focusing on the owners and managers of cotton businesses, the authors examine how they mobilised financial resources; their attitudes to industry structure and technology; and their responses to the challenges posed by global markets. The origins of the problems which forced the industry into decline are not found in any apparent loss of competitiveness during the long nineteenth century but rather in the disastrous reflotation after the First World War. As a consequence of these speculations, rationalisation and restructuring became more difficult at the time when they were most needed, and government intervention led to a series of partial solutions to what became a process of protracted decline. In the post-1945 period, the authors show how government policy encouraged capital withdrawal rather than encouraging the investment needed for restructuring. The examples of corporate success since the Second World War - such as David Alliance and his Viyella Group - exploited government policy, access to capital markets, and closer relationships with retailers, but were ultimately unable to respond effectively to international competition and the challenges of globalisation. A new introduction and epilogue provide an updated framework for the chapters in this book, which were originally published in Business History and Accounting, Business and Financial History

This shortform book presents key peer-reviewed research on industrial history. In selecting and contextualising this volume, the editors address how the field of textile history has evolved. Themes covered include entrepreneurial, technological and labour history, whilst the book highlights the strategic and social consequences of innovations in the history of this key UK sector. Of interest to business and economic historians, this shortform book also provides analysis and illustrative case studies that will be valuable reading across the social sciences.

This book examines the decline of the cotton textiles industry, which defined Britain as an industrial nation, from its peak in the late nineteenth century to the state of the industry at the end of the twentieth century. Focusing on the owners and managers of cotton businesses, the authors examine how they mobilised financial resources; their attitudes to industry structure and technology; and their responses to the challenges posed by global markets. The origins of the problems which forced the industry into decline are not found in any apparent loss of competitiveness during the long nineteenth century but rather in the disastrous reflotation after the First World War. As a consequence of these speculations, rationalisation and restructuring became more difficult at the time when they were most needed, and government intervention led to a series of partial solutions to what became a process of protracted decline. In the post-1945 period, the authors show how government policy encouraged capital withdrawal rather than encouraging the investment needed for restructuring. The examples of corporate success since the Second World War - such as David Alliance and his Viyella Group - exploited government policy, access to capital markets, and closer relationships with retailers, but were ultimately unable to respond effectively to international competition and the challenges of globalisation. A new introduction and epilogue provide an updated framework for the chapters in this book, which were originally published in Business History and Accounting, Business and Financial History

Five weeks after the outbreak of World War I in the summer of 1914, American Kiffin Rockwell was on a ship for France. The United States would not join the war nearly three years, but Rockwell believed it was time to fight. In France, he joined the elite French Foreign Legion and was soon fighting in the trenches of the Western Front. A combat wound in 1915 rendered him unfit to fight on the ground, so Rockwell volunteered to fight in the air, joining the brand-new Lafayette Escadrille, a storied fighter squadron of volunteer pilots, most of them American, most of them wealthy aristocrats. In May 1916, Rockwell became the first American pilot to shoot down a German plane and soon after was wounded in the skies over Verdun. He flew the Lafayette Escadrille's every mission until his death in aerial combat in September 1916. First to Fight is a high-octane drama of a remarkable soldier and pilot who fought in the trenches and in the skies during World War I. It is the story of one of the first American fighter pilots at the dawn of aerial combat, the era of the Red Baron, with dogfighting biplanes high above the trench lines. But more than a World War I story, more than an aviation story, this is the story of an idealist who volunteered--long before his country drafted its first soldier--to fight, and ultimately die, in defense of civilization.

As the Department of Defense's primary mechanism to account for American's lost in past wars, the Joint POW/MIA Accounting Command continued to make strong advances toward fulfilling its mission during Fiscal 2010.