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Hearings

United States. Congress. House. Committee on Ways and Means

Published: 1968

Total Pages: 1582


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This textbook provides an overview of the digital information landscape and explains the implications of the technological changes for the information industry, from publishers and broadcasters to the information professionals who manage information in all its forms. This fully-updated second edition includes examples of organizations and individuals who are seizing on the opportunities thrown up by this once-in-a-generation technological shift providing a cutting-edge guide to where we are going both as information consumers and in terms of broader societal changes. Each chapter explores aspects of the information lifecycle, including production, distribution, storage and consumption and contains case studies chosen to illustrate particular issues and challenges facing the information industry. One of the key themes of the book is the way that organizations, public and commercial, are blurring their traditional lines of responsibility. Amazon is moving from simply selling books to offering the hardware and software for reading them. Apple still makes computer hardware but also manages one of the world’s leading marketplaces for music and software applications. Google maintains its position as the most popular internet search engine but has also digitized millions of copies of books from leading academic libraries and backed the development of the world’s most popular computing platform, Android. At the heart of these changes are the emergence of cheap computing devices for decoding and presenting digital information and a network which allows the bits and bytes to flow freely, for the moment at least, from producer to consumer. While the digital revolution is impacting on everyone who works with information, sometimes negatively, the second edition of Information 2.0 shows that the opportunities outweigh the risks for those who take the time to understand what is going on. Information has never been more abundant and accessible so those who know how to manage it for the benefit of others in the digital age will be in great demand. Readership: Students taking courses in library and information science, publishing and communication studies, with particular relevance to core modules exploring the information society and digital information. Academics and practitioners who need to get to grips with the new information environment.
After World War II, the carpet industry came to be identified with the Dalton region of northwest Georgia. Here, entrepreneurs hit upon a new technology called tufting, which enabled them to take control of this important segment of America’s textile industry, previously dominated by woven-wool carpet manufacturers in the Northeast. Dalton now dominates carpet production in the United States, manufacturing 70 percent of the domestic product, and prides itself as the carpet capital of the world. Carpet Capital is a story of revolutionary changes that transformed both an industry and a region. Its balanced and candid account details the rise of a home-grown southern industry and entrepreneurial capitalism at a time when other southern state and local governments sought to attract capital and technology from outside the region. The book summarizes the development of the American carpet industry from the early nineteenth century through the 1930s. In describing the tufted carpet boom, it focuses on Barwick Mills, Galaxy Mills, and Shaw Industries as representative of various phases in the industry’s history. It tells how owners coordinated efforts to keep carpet mills unorganized, despite efforts of the Textile Workers Union of America, by promoting a vision of the future based on individual ambition rather than collective security. Randall L. Patton and David B. Parker show that Dalton has evolved in much the same way as California’s Silicon Valley, experiencing both a rapid expansion of new firms started by entrepreneurs who had apprenticed in older firms and an air of cooperation both among owners and between mills and local government. Their close examination of this industry provides important insights for scholars and business leaders alike, enhancing our appreciation of entrepreneurial achievement and broadening our understanding of economic growth in the modern South.
Shaw Industries, which is based in Dalton, Georgia, is the nation's leading textile manufacturer and the world's largest producer of carpets. This history focuses on the evolution of Shaw's business strategy and its adaptations to changing economic conditions. Randall L. Patton chronicles Shaw's rise to dominance by drawing on corporate records, industry data, and interviews with Shaw employees and management, including Robert E. Shaw, the only CEO the company has known in its more than thirty years. Patton situates Shaw within both the overall context of Sunbelt economic development and the unique circumstances behind the success of the tufted carpet industry in northwest Georgia. After surveying the state of the carpet industry nationwide at the end of World War II, Patton then tells the Shaw story from the boom years of 1955-1973, through the transitional decade of 1973-1982, the consolidation phase of the 1980s and early 1990s, and the "new economy" of the mid- to late 1990s. Throughout, Patton shows, Shaw's drive has always been toward vertical integration--controlling the outside forces that could affect its bottom line. He tells, for instance, how Shaw built its own trucking fleet and became its own yarn supplier, all to the company's advantage. He also relates less successful ventures, most notably Shaw's attempt at direct retailing. The picture emerges of a company proud of its image as a steady and profitable business surviving in a competitive industry. Patton traces the history of Shaw Industries from its start as a family-owned operation through its growth into a multinational corporation that recently joined Warren Buffett's holding company, Berkshire-Hathaway. The Shaw saga has much to tell us about the continuing vitality of "old economy" manufacturers.