In Organizing the Shipyards, David Palmer documents the history of union organizing at three of America's largest private shipyards from the Great Depression and the beginning of the New Deal to the end of World War II. These yards had tremendous strategic importance because of their location in the Northeast's three port regions: New York Shipbuilding in the port of Philadelphia, Bethlehem Fore River Shipyard in the port of Boston, and Federal Shipbuilding in the port of New York. The Industrial Union of Marine and Shipbuilding Workers of America, which led each of the drives, pioneered industrial unionism and became one of the largest of the new CIO unions, with a quarter of a million members in an industry that employed more wartime workers than any other. Using oral history interviews with former union officials, organizing staff, and rank-and-file workers, Palmer presents both a narrative and a scholarly account. He covers the successes and the failures of union organizing in the yards themselves, in neighboring communities, and sometimes in outreach to political leaders as elevated as Secretary of Labor Frances Perkins and President Franklin D. Roosevelt. In the process, Palmer offers a reassessment of the basis for the early gains of the CIO and also for its subsequent bureaucratization.

Publishes in-depth articles on labor subjects, current labor statistics, information about current labor contracts, and book reviews.

The second World War dramatically affected Canada's shipbuilding industry. James Pritchard describes the rapidly changing circumstances and personalities that shaped government shipbuilding policy, the struggle for steel, the expansion of ancillary industries, and the cost of Canadian wartime ship production.

During World War II, the United States helped vanquish the Axis powers by converting its enormous economic capacities into military might. Producing nearly two-thirds of all the munitions used by Allied forces, American industry became what President Franklin D. Roosevelt called "the arsenal of democracy." Crucial in this effort were business leaders. Some of these captains of industry went to Washington to coordinate the mobilization, while others led their companies to churn out weapons. In this way, the private sector won the war—or so the story goes. Based on new research in business and military archives, Destructive Creation shows that the enormous mobilization effort relied not only on the capacities of private companies but also on massive public investment and robust government regulation. This public-private partnership involved plenty of government-business cooperation, but it also generated antagonism in the American business community that had lasting repercussions for American politics. Many business leaders, still engaged in political battles against the New Deal, regarded the wartime government as an overreaching regulator and a threatening rival. In response, they mounted an aggressive campaign that touted the achievements of for-profit firms while dismissing the value of public-sector contributions. This probusiness story about mobilization was a political success, not just during the war, but afterward, as it shaped reconversion policy and the transformation of the American military-industrial complex. Offering a groundbreaking account of the inner workings of the "arsenal of democracy," Destructive Creation also suggests how the struggle to define its heroes and villains has continued to shape economic and political development to the present day.