At its peak in the 1950s and 1960s, automobile manufacturing was the largest, most profitable industry in the United States and residents of industry hubs like Detroit and Flint, Michigan had some of the highest incomes in the country. Over the last half-century, the industry has declined, and American automakers now struggle to stay profitable. How did the most prosperous industry in the richest country in the world crash and burn? In Wrecked, sociologists Joshua Murray and Michael Schwartz offer an unprecedented historical-sociological analysis of the downfall of the auto industry. Through an in-depth examination of labor relations and the production processes of automakers in the U.S. and Japan both before and after World War II, they demonstrate that the decline of the American manufacturers was the unintended consequence of their attempts to weaken the bargaining power of their unions. Today Japanese and many European automakers produce higher quality cars at lower cost than their American counterparts thanks to a flexible form of production characterized by long-term sole suppliers, assembly and supply plants located near each other, and just-in-time delivery of raw materials. While this style of production was, in fact, pioneered in the U.S. prior to World War II, in the years after the war, American automakers deliberately dismantled this system. As Murray and Schwartz show, flexible production accelerated innovation but also facilitated workers’ efforts to unionize plants and carry out work stoppages. To reduce the efficacy of strikes and combat the labor militancy that flourished between the Depression and the postwar period, the industry dispersed production across the nation, began maintaining large stockpiles of inventory, and eliminated single sourcing. While this restructuring of production did ultimately reduce workers’ leverage, it also decreased production efficiency and innovation. The U.S. auto industry has struggled ever since to compete with foreign automakers, and formerly thriving motor cities have suffered the consequences of mass deindustrialization. Murray and Schwartz argue that new business models that reinstate flexible production and prioritize innovation rather than cheap labor could stem the outsourcing of jobs and help revive the auto industry. By clarifying the historical relationships between production processes, organized labor, and industrial innovation, Wrecked provides new insights into the inner workings and decline of the U.S. auto industry.

In this classic study, Sidney Fine portrays the dramatic events of the 1936–37 Flint Sit-down Strike against General Motors, which catapulted the UAW into prominence and touched off a wave of sit-down strikes across the United States. Basing his account on an impressive variety of manuscript sources, Fine analyzes the strategy and tactics of GM and the UAW, describes the life of the workers in the occupied plants, and examines the troubled governmental and public reaction to the alleged breakdown of law and order in the strikes. In addition, Fine provides vivid portraits of the major figures on both sides of the conflict: Governor Frank Murphy; Alfred Sloan, Jr.; William Knudsen; Robert Travis; Roy, Victor, and Walter Reuther; Homer Martin; and Wyndham Mortimer. The GM sit-down strike marks the close of one era of labor-management relations in the United States and the beginning of another. A half century after its initial publication, Fine’s work remains the definitive account of that momentous conflict. A new foreword by Kim Moody’s revisits Sit-Down in order to demonstrate its continued relevance to today’s unions, workers, and activists.

In Inside China's Automobile Factories, Lu Zhang explores the current conditions, subjectivity, and collective actions of autoworkers in the world's largest and fastest-growing automobile manufacturing nation. Based on years of fieldwork and extensive interviews conducted at seven large auto factories in various regions of China, Zhang provides an inside look at the daily factory life of autoworkers and a deeper understanding of the roots of rising labor unrest in the auto industry. Combining original empirical data and sophisticated analysis that moves from the shop floor to national political economy and global industry dynamics, the book develops a multilayered framework for understanding how labor relations in the auto industry and broader social economy can be expected to develop in China in the coming decades.

"Thomas's ground-breaking study should occupy a central place in the literature of American urban history." -- Choice "... path-breaking... a fine community study... " -- Journal of American Studies "Thomas's work is essential reading... succeeds in providing a bridge of information on the social, political, legal, and economic development of the Detroit black community between the turn of the century and 1945."Â -- Michigan Historical Review The black community in Detroit developed into one of the major centers of black progress. Richard Thomas traces the building of this community from its roots in the 19th century, through the key period 1915-1945, by focusing on how industrial workers, ministers, politicians, business leaders, youth, and community activists contributed to the process.

In 1903, Henry Ford founded the Ford Motor Company in a small Detroit workshop. Five years later, he introduced the Model T and met with extraordinary commercial success. Between 1910 and 1914, he developed mass production and made the conveyor a symbol of the auto-industrial age. Then, in 1914, Ford acquired an overnight reputation as humanitarian, philanthropist and social reformer; and simultaneously infuriated the business community and stunned social reformers with his announcement of the outrageous Five Dollar Day. More than simply high-wage policy, the Five Dollar Day attempted to solve attitudinal and behavioral problems with an effort to change the worker’s domestic environment. Half of the five dollars represented “wages” and the other half was called “profits”—which the worker received only when he met specific standards of efficiency and home life that accorded with the ideal of an American way of life which the company felt was the basis for industrial efficiency. The unique and short-lived Ford program did not succeed, yet its significance as an early managerial strategy goes beyond the boundaries of success or failure. The Ford Motor Company was uniquely situated in the historical evolution of labor management and industrial technology, and this readable study of that evolution, which highlights the Ford workers, is a chapter in the larger history of labor and work in America. Stephen Meyer III, Professor of Urban Studies at the University of Wisconsin, Milwaukee, is one of the new historians who have begun to address the profound social impact of technology on the world of work.