"Mr. Schwab is a genius. I have never met his equal." So stated renowned industrialist Andrew Carnegie about Charles M. Schwab, successively the president of Carnegie Steel, U.S. Steel, and Bethlehem Steel. Though an inveterate gambler and womanizer, Schwab held a smile and charisma that got him in and out of multiple adventures. This biography presents the complex legacy of the man Thomas Edison once called the "master hustler," from his start as a stake-driver in the engineering corps to his ascendancy to American steel magnate.

An impressive set of books on the Industrial Revolution, these comprehensive volumes cover the history of steam shipping, iron and steel production, and railroads—three interrelated enterprises that helped shift the Industrial Revolution into overdrive. The first set of volumes in ABC-CLIO's breakthrough Industrial Revolution in America series features separate histories of three closely related industries whose maturation fueled the Industrial Revolution in the United States during the late 19th and 20th centuries, fundamentally changing the way Americans lived their lives. With this set, students will learn how the steamship—the first great American contribution to the world's technology—helped turn the nation's waterways into a forerunner of our superhighways; how the Andrew Carnegie–led American steel industry surpassed its British rivals, marking a momentous power shift among industrialized nations; and how the railroads, spurred by some of the United States's most dynamic entrepreneurs (Cornelius Vanderbilt, John Pierpont Morgan, Jay Gould), moved from a single transcontinental link to become the most influential and far-reaching technological innovation of the Industrial Age, extending into virtually every facet of American culture and commerce.

A set of books on the Industrial Revolution, these comprehensive volumes cover the history of steam shipping, iron and steel production, and railroads-three interrelated enterprises that helped shift the Industrial Revolution into overdrive.

In Yellow Steel, the first overarching history of the earthmoving equipment industry, William Haycraft examines the tremendous increase in the scope of mining and construction projects, from the Suez Canal through the interstate highway system, made possible by innovations in earthmoving machinery. Led by Cyrus McCormick's invention in 1831 of a practical mechanical reaper, many of the builders of today's massive earthmoving machines began as makers of reapers, plows, threshers, and combines. Haycraft traces the efforts of manufacturers such as Caterpillar, Allis-Chalmers, International Harvester, J. I. Case, Deere, and Massey-Ferguson to diversify from farm equipment to specialized earthmoving equipment and the important contributions of LeTourneau, Euclid, and others in meeting the needs of the construction and mining industries. He shows how postwar economic and political events, especially the creation of the interstate highway system, spurred the development of more powerful and more agile machines. He also relates the precipitous fall of several major American earthmoving machine companies and the rise of Japanese competitors in the early 1980s. Extensively illustrated and packed with detailed information on both manufacturers and machines, Yellow Steel knits together the diverse stories of the many companies that created the earthmoving equipment industry--how they began, expanded, retooled, merged, succeeded, and sometimes failed. Their history, a step-by-step linking of need and invention, provides the foundation for virtually all modern transportation, construction, commerce, and industry.

This book provides a basic outline of the history of the American steel industry, a sector of the economy that has been an important part of the industrial system. The book starts with the 1830's, when the American iron and steel industry resembled the traditional iron producing sector that had existed in the old world for centuries, and it ends in 2001. The product of this industry, steel, is an alloy of iron and carbon that has become the most used metal in the world. The very size of the steel industry and its position in the modern economy give it an unusual relevance to the economic, social, and political system.

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.