Over the course of the 20th century, America's giant corporations underwent an astonishing change, from being reviled as dangerous leviathons, to being respected, and somethimes revered. This text examines the reasons for this tranformation.

To succeed, the business of the future must have soul. Building Corporate Soul answers the most pressing questions for leaders today: How do I build and sustain a human-centric performance culture? At a time when 10,000 baby boomers retire every day, 79% of employees quit their jobs because they don't feel appreciated at their workplace, and 69% of millennials see a lack of potential for leadership development in their companies, Building Corporate Soul sets out to transform the performance and value of organizations—and to make soulless companies a thing of the past. Ralf Specht’s unique framework, The Soul System™, aligns value-creating employee behaviors with corporate strategy through shared understanding and shared purpose. Based on the latest research and real-life cases, this actionable framework shows how to build a culture at the workplace that is both human centric and success driven. Specht proves that leadership behaviors that build soul are synonymous with the behaviors that build success. His performance ranking, The Soul Index, confirms that companies that operate within this framework outperform their peers by a factor of 2.6 compared with Dow Jones over 5 years. Building Corporate Soul helps leaders at every level move beyond their current thinking and create an environment in which business goals are well understood and corporations walk their talk. Both this shared understanding and the subsequent shared behavior are critical to turn a company´s purpose into a real means to an end: superior success and a truly motivated workforce that is proud of its role inside the organization and of its impact on the local community and society overall. You'll see how companies of all sizes (startups and legacy corporations) have made this happen. You'll also learn how every leader, no matter the industry, can ignite (or re-ignite) the corporate soul in their firm. Ralf Specht is a visionary business leader and creator of the Soul System™, a framework that aligns value-creating employee action with broader corporate strategy through shared understanding and shared purpose. As a founding partner of Spark44, he was the architect of an innovative, industry-first joint venture with Jaguar Land Rover, which grew under his leadership to a global revenue of $100+m and 1,200 employees before it joined forces with Accenture Interactive in 2021. Previously, he consulted with global companies and brands for more than two decades with McCann Erickson. Besides Building Corporate Soul: Powering Culture & Success with the Soul System™, he is the author of the forthcoming book Beyond the Startup: Sparking Operational Innovations for Global Growth.

The two most critical issues for business today, according to CEO's Barrett has worked with, are: "How to tap the deepest levels of creativity and the highest levels of productivity of our employees." In a world where competition has become global, successful companies are learning to build competitive advantage through their human capital. In the 21st Century, even that will not be enough. Success will also hinge on whether, in the eyes of the employees and society-at-large, the organization is a trusted member of the community and a good global citizen. Developing a values-driven approach to business is quickly becoming essential for financial success. Who you are and what you stand for are becoming just as important as what you sell.

Roland Marchand's illustrated book tells how large companies such as AT&T and U.S. Steel created their own "souls" in order to reassure consumers and politicians that bigness posed no threat to democracy or American values.

Does your organization have soul? Are you passionate about a higher purpose? Do you engage in meaningful dialogue? Are you caring and compassionate? Do you spend time reflecting on critical issues? People in soulful organizations are able to say they demonstrate these behaviors everyday. You can become one of those people by following the advice and guidance in this innovative book. Creating Organizational Soul makes a compelling case for the strong connection between organizational soul and productivity, innovation and results. The intent of the book is to get leaders to take a hard look at where they are and look for ways to get better. The author demonstrates how to create soul in business, social service agencies and education. Included are many examples of exemplary fast-growing companies, large companies, small businesses, not-for-profit organizations and universities that are stepping up and making a difference. You'll learn: The principles of a soulful organization; What a soulless organization looks like; The conditions necessary for creating organizational soul; Success stories of people who have created soul in their organizations; How to get people and organizations to do what they need to do to create organizational soul and achieve extraordinary results. You'll also get tools to help you measure the soul health and sickness of your organization, assess your leadership ability and measure soulful conditions. Of special interest to leaders are the conversation templates that can be used in goal-setting sessions, mid-year and end-of-year reviews with employees.

By 1933, the Pennsylvania Railroad had been in existence for nearly ninety years. During this time, it had grown from a small line, struggling to build west from the state capital in Harrisburg, to the dominant transportation company in the United States. In Volume 2 of The Pennsylvania Railroad, Albert J. Churella continues his history of this giant of American transportation. At the beginning of the twentieth century, the Pennsylvania Railroad was the world's largest business corporation and the nation's most important railroad. By 1917, the Pennsylvania Railroad, like the nation itself, was confronting a very different world. The war that had consumed Europe since 1914 was about to engulf the United States. Amid unprecedented demand for transportation, the federal government undertook the management of the railroads, while new labor policies and new regulatory initiatives, coupled with a postwar recession, would challenge the company like never before. Only time would tell whether the years that followed would signal a new beginning for the Pennsylvania Railroad or the beginning of the end. The Pennsylvania Railroad: The Age of Limits, 1917–1933,represents an unparalleled look at the history, the personalities, and the technologies of this iconic American company in a period that marked the shift from building an empire to exploring the limits of their power.

Though best known for aircraft and aerospace technology, Boeing has invested significant time and money in the construction and promotion of its corporate culture. Boeing's leaders, in keeping with the standard of traditional American social norms, began to promote a workplace culture of a white, heterosexual family model in the 1930s in an attempt to provide a sense of stability for their labor force during a series of enormous political, social, and economic disruptions. For both managers and workers, the construction of a masculine culture solved problems that technological innovation and profit could not. For managers it offered a way to govern employees and check the power of unions. For male employees, it offered a sense of stability that higher wages and the uncertainties of the airline market could not. For scholar Polly Reed Myers, Boeing's corporate culture offers a case study for understanding how labor and the workplace have evolved over the course of the twentieth century and into the present day amid the rise of neoliberal capitalism, globalization, and women's rights. Capitalist Family Values places the stories of Boeing's women at the center of the company's history, illuminating the policy shifts and economic changes, global events and modern controversies that have defined policy and workplace culture at Boeing. Using archival documents that include company newspapers, interviews, and historic court cases, Capitalist Family Values illustrates the changing concepts of corporate culture and the rhetoric of a "workplace family" in connection with economic, political, and social changes, providing insight into the operations of one of America's most powerful and influential firms.

Contrary to theories of single person authorship, America's Corporate Art argues that the corporate studio is the author of Hollywood motion pictures, both during the classical era of the studio system and beyond, when studios became players in global dramas staged by massive entertainment conglomerates. Hollywood movies are examples of a commodity that, until the digital age, was rare: a self-advertising artifact that markets the studio's brand in the very act of consumption. The book covers the history of corporate authorship through the antithetical visions of two of the most dominant Hollywood studios, Warner Bros. and MGM. During the classical era, these studios promoted their brands as competing social visions in strategically significant pictures such as MGM's Singin' in the Rain and Warner's The Fountainhead. Christensen follows the studios' divergent fates as MGM declined into a valuable and portable logo, while Warner Bros. employed Batman, JFK, and You've Got Mail to seal deals that made it the biggest entertainment corporation in the world. The book concludes with an analysis of the Disney-Pixar merger and the first two Toy Story movies in light of the recent judicial extension of constitutional rights of the corporate person.

IBM was the world’s leading provider of information technologies for much of the twentieth century. What made it so successful for such a long time, and what lessons can this iconic corporation teach present-day enterprises? James W. Cortada—a business historian who worked at IBM for many years—pinpoints the crucial role of IBM’s corporate culture. He provides an inside look at how this culture emerged and evolved over the course of nearly a century, bringing together the perspectives of employees, executives, and customers around the world. Through a series of case studies, Inside IBM explores the practices that built and reinforced organizational culture, including training of managers, employee benefits, company rituals, and the role of humor. It also considers the importance of material culture, such as coffee mugs and lapel pins. Cortada argues that IBM’s corporate culture aligned with its business imperatives for most of its history, allowing it to operate with a variety of stakeholders in mind and not simply prioritize stockholders. He identifies key lessons that managers can learn from IBM’s experience and apply in their own organizations today. This engaging and deeply researched book holds many insights for business historians, executives and managers concerned with stakeholder relations, professionals interested in corporate culture, and IBMers.

Virtual Culture marks a significant intervention in the current debate about access and control in cybersociety exposing the ways in which the Internet and other computer-mediated communication technologies are being used by disadvantaged and marginal groups - such as gay men, women, fan communities and the homeless - for social and political change. The contributors to this book apply a range of theoretical perspecitves derived from communication studies, sociology and anthropology to demonstrate the theoretical and practical possibilities for cybersociety as an identity-structured space.