Bethlehem Steel

In the late 19th century, rails from Bethlehem Steel helped build the United States into the world's foremost economy. During the 1890s, Bethlehem became America's leading supplier of heavy armaments, and by 1914, it had pioneered new methods of structural steel manufacture that transformed urban skylines. Demand for its war materials during World War I provided the finance for Bethlehem to become the world's second-largest steel maker. As late as 1974, the company achieved record earnings of $342 million. But in the 1980s and 1990s, through wildly fluctuating times, losses outweighed gains, and Bethlehem struggled to downsize and reinvest in newer technologies. By 2001, in financial collapse, it reluctantly filed for Chapter 11 bankruptcy protection. Two years later, International Steel Group acquired the company for $1.5 billion.In Bethlehem Steel, Kenneth Warren presents an original and compelling history of a leading American company, examining the numerous factors contributing to the growth of this titan and those that eventually felled it—along with many of its competitors in the U.S. steel industry.Warren considers the investment failures, indecision and slowness to abandon or restructure outdated "integrated" plants plaguing what had become an insular, inward-looking management group. Meanwhile competition increased from more economical "mini mills" at home and from new, technologically superior plants overseas, which drove world prices down, causing huge flows of imported steel into the United States.Bethlehem Steel provides a fascinating case study in the transformation of a major industry from one of American dominance to one where America struggled to survive.

Also included is a brief history by Lance Metz, the historian of the National Canal Museum and the foremost authority on the history of the plant."--BOOK JACKET.

Photographs of the operations at Bethlehem Steel and its clients' projects across America from 1977 through 2000, when the mills were in full operation.

The Lehigh Valley Railroad established the Bethlehem Iron Company in 1860 along the Lehigh River in South Bethlehem. The Bethlehem Iron Company manufactured the largest steel axle to date to support the first Ferris wheel at the 1893 World's Fair. Bethlehem Iron Company became Bethlehem Steel in 1899. In 1904, Charles Schwab incorporated the company, and ultimately, it became the second-largest steelmaker in the United States. Bethlehem Steel built battleships, such as the USS Massachusetts and USS Missouri, and bridges, such as the Golden Gate and George Washington, and provided steel for iconic structures, such as the US Supreme Court Building and Madison Square Garden.

Making Steel chronicles the rise and fall of American steel by focusing on the fateful decisions made at the world's once largest steel mill at Sparrows Point, Maryland. Mark Reutter examines the business, production, and daily lives of workers as corporate leaders became more interested in their own security and enrichment than in employees, community, or innovative technology. This edition features 26 pages of photos, an author's preface, and a new chapter on the devastating effects of Bethlehem Steel's bankruptcy titled "The Discarded American Worker."

Bethlehem, Pennsylvania, was once synonymous with steel. But after the factories closed, the city bet its future on a new industry: casino gambling. On the site of the former Bethlehem Steel plant, thousands of flashing slot machines and digital bells replaced the fires in the blast furnaces and the shift change whistles of the industrial workplace. From Steel to Slots tells the story of a city struggling to make sense of the ways in which local jobs, landscapes, and identities are transformed by global capitalism. Postindustrial redevelopment often makes a clean break with a city’s rusted past. In Bethlehem, where the new casino is industrial-themed, the city’s heritage continues to dominate the built environment and infuse everyday experiences. Through the voices of steelworkers, casino dealers, preservationists, immigrants, and executives, Chloe Taft examines the ongoing legacies of corporate presence and urban development in a small city—and their uneven effects. Today, multinational casino corporations increasingly act as urban planners, promising jobs and new tax revenues to ailing communities. Yet in an industry premised on risk and capital liquidity, short-term gains do not necessarily mean long-term commitments to local needs. While residents often have few cards to play in the face of global capital and private development, Taft argues that the shape economic progress takes is not inevitable, nor must it always look forward. Memories of corporations’ accountability to communities persist, and citizens see alternatives for more equitable futures in the layered landscapes all around them.

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.

Aware of the decline and imminent demise of many integrated steel mills in the United States and fascinated by their monumental architecture, machinery, and the culture of work and community that was inextricably connected to them, Joseph Elliott photographed the mills in Bethlehem, Pennsylvania from 1989 until final shutdown in 1997. This book appeals to the growing fascination with industrial archaeology and will be an inspiration for the preservation and re-use of these relic structures.