Gerald G. Eggert provides a fascinating inside view of top steel officials arguing their positions on various labor reforms—stock purchase plans, employer liability, employee representation, and elimination of the twelve-hour shift and seven-day work week, during the late eighteen and early nineteenth century.

The period between 1867 and 1914 remains the greatest watershed in human history since the emergence of settled agricultural societies: the time when an expansive civilization based on synergy of fuels, science, and technical innovation was born. At its beginnings in the 1870s were dynamite, the telephone, photographic film, and the first light bulbs. Its peak decade - the astonishing 1880s - brought electricity - generating plants, electric motors, steam turbines, the gramophone, cars, aluminum production, air-filled rubber tires, and prestressed concrete. And its post-1900 period saw the first airplanes, tractors, radio signals and plastics, neon lights and assembly line production. This book is a systematic interdisciplinary account of the history of this outpouring of European and American intellect and of its truly epochal consequences. It takes a close look at four fundamental classes of these epoch-making innovations: formation, diffusion, and standardization of electric systems; invention and rapid adoption of internal combustion engines; the unprecedented pace of new chemical syntheses and material substitutions; and the birth of a new information age. These chapters are followed by an evaluation of the lasting impact these advances had on the 20th century, that is, the creation of high-energy societies engaged in mass production aimed at improving standards of living.

At its formation in 1901, the United States Steel Corporation was the earth's biggest industrial corporation, a wonder of the manufacturing world. Immediately it produced two thirds of America's raw steel and thirty percent of the steel made worldwide. The behemoth company would go on to support the manufacturing superstructure of practically every other industry in America. It would create and sustain the economies of many industrial communities, especially Pittsburgh, employing more than a million people over the course of the century. A hundred years later, the U.S. Steel Group of USX makes scarcely ten percent of the steel in the United States and just over one and a half percent of global output. Far from the biggest, the company is now considered the most efficient steel producer in the world. What happened between then and now, and why, is the subject of Big Steel, the first comprehensive history of the company at the center of America's twentieth-century industrial life.Granted privileged and unprecedented access to the U.S. Steel archives, Kenneth Warren has sifted through a long, complex business history to tell a compelling story. Its preeminent size was supposed to confer many advantages to U.S. Steel—economies of scale, monopolies of talent, etc. Yet in practice, many of those advantages proved illusory. Warren shows how, even in its early years, the company was out-maneuvered by smaller competitors and how, over the century, U.S. Steel's share of the industry, by every measure, steadily declined. Warren's subtle analysis of years of internal decision making reveals that the company's size and clumsy hierarchical structure made it uniquely difficult to direct and manage. He profiles the chairmen who grappled with this "lumbering giant," paying particular attention to those who long ago created its enduring corporate culture—Charles M. Schwab, Elbert H. Gary, and Myron C. Taylor.Warren points to the way U.S. Steel's dominating size exposed it to public scrutiny and government oversight—a cautionary force. He analyzes the ways that labor relations affected company management and strategy. And he demonstrates how U.S. Steel suffered gradually, steadily, from its paradoxical ability to make high profits while failing to keep pace with the best practices. Only after the drastic pruning late in the century—when U.S. Steel reduced its capacity by two-thirds—did the company become a world leader in steel-making efficiency, rather than merely in size. These lessons, drawn from the history of an extraordinary company, will enrich the scholarship of industry and inform the practice of business in the twenty-first century.