Command and control at work: the evolution of the rules of work on Mexican railroads, 1883–1923

Abstract

This article examines the evolution of written work rules on the railroads in Mexico from 1883 to 1923, looking at three sets of work rules from the Porfiriato and three from the Revolution. Just as foreign investors, British and American, and foreign skilled workers, mostly American, played an important role in the establishment of Mexico’s first railroad companies, these same foreign businesses brought their written rule books, necessary for the impersonal management of labor in companies with large, diverse, and a far-flung labor force like the railroads, to Mexico. The first rules are often Spanish translations of the English-language originals and paid no attention to the workers’ opinions. Through the Porfiriato, however, Mexican railroad workers unionized, in part following the pattern of the American Brotherhoods, and their unions, through labor activism and strikes, fought to transform work rules from company commands to negotiated terrain, with some success before the Revolution broke out. When the Revolution did break out, however, it radically transformed the terrain of work rules, first because railroad companies, even before they collapsed in the face of revolutionary violence, lost the support of the state that they so needed to impose their work rules, and second, because the new state that emerged from the Revolution allied with organized workers to provide them with many of their revolutionary demands: legal trade unions, mandated work benefits, and collective bargaining. Thus, newly powerful railroad unions through strikes and activism and in alliance with the new state made work rules not only negotiated terrain between companies and workers, but terrain in which workers and their unions held the upper hand. As a consequence, the work rules of 1923, where unions are powerful and impose significant benefits to workers, bear little resemblance to those of 1883, where unions are not recognized by the companies, which felt no obligation to provide any benefits at all.     

THIRD FRONT RAILROADS AND INDUSTRIAL MODERNITY IN LATE MAOIST CHINA

Abstract

In the late 1960s, the Chinese Communist Party (CCP) became concerned that the United States or the Soviet Union might invade. To protect national sovereignty, the Party carried out a massive campaign to industrialize China's West called the Third Front. This article focuses on Third Front railway building. It shows that, although Third Front railroads initially had problems, they eventually integrated large parts of western China into nationwide industrial networks, which accelerated and standardized regional transportation. To build railroads, the CCP compensated for the country's shortage of industrial capital with massive inputs of labor. This industrialization strategy placed a heavy burden on rural men. To boost morale, the CCP organized thought campaigns that praised hard work as a revolutionary contribution to China's industrialization and defense. This collective narrative of national security and industrial progress never entirely silenced discontent, but it did provide workers with a way to think about hardship.     

A syndicalist moment? Democracy,insurgent unionism,and the ‘Outlaw Strike’ of 1920

This article considers World War I era labor insurgency through an examination of the 1920 ‘outlaw’ switchmen’s strike, one of the largest rank-and-file revolts of the postwar strike wave. Drawing upon Bureau of Investigation surveillance reports, the article argues the strike represented not so much an expression of a ‘syndicalist impulse’ as a struggle over the definition of the new unionism and the ideological legacy of the war. Inspired by the wartime rhetoric of Americanism and industrial democracy, pressed by the rising cost of living, and frustrated with the failure of the state and their parent unions to deliver living wages, the insurgents briefly succeeded in building democratic, cross-craft unions. The rebel unionists failed, but the ‘Outlaw Strike’ arguably was as important as the later and larger 1922 national shopmen’s strike in the way it highlighted issues of wages, union democracy, and employee representation.     

Conflict Management in Public–Private Partnerships: The Case of the London Underground

Public–private partnerships (PPPs) have become common inter‐organizational arrangements associated with “new public management.” Discussion about their effective operation has often focused on successful management methods, with less discussion about how these arrangements specifically overcome obstacles and problems. In this article, we seek to address this deficiency in the literature by analyzing the conflict management system employed within the London Underground PPP (when it was still in operation). We conclude by identifying several lessons from this case that we believe should inform the design of such systems, one of which is the role of knowledge management.