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In 1933, John W. Hill opened the New York office of what would become the most important public relations agency in history: Hill & Knowlton, Inc. By 1959, the combined sales of its clients--which included Procter & Gamble, Texaco, Gillette, and Avco Manufacturing as well as the steel, tobacco, and aviation industries' trade associations--amounted to 10 percent of the gross national product. The Voice of Business chronicles Hill & Knowlton's influence on American public discourse in the years following World War II. Guided by its founder's conservative ideals, Hill & Knowlton developed a twofold mission: to influence public discussion about issues important to its clients and to educate Americans about big business. Karen Miller shows how the agency tried to manipulate public opinion, political debate, and news media content about such issues as postwar military aircraft procurement, the deregulation of margarine production, President Truman's seizure of steel mills in 1952, and the cigarette health scare of 1953-54. Though its campaigns did not change many opinions, she says, Hill & Knowlton affected the public indirectly by reinforcing the ideas of its clients and other conservatives.
"Containing the public messages, speeches, and statements of the President", 1956-1992.
Every city has an environmental story, perhaps none so dramatic as Pittsburgh's. Founded in a river valley blessed with enormous resources-three strong waterways, abundant forests, rich seams of coal-the city experienced a century of exploitation and industrialization that degraded and obscured the natural environment to a horrific degree. Pittsburgh came to be known as "the Smoky City," or, as James Parton famously declared in 1866, "hell with the lid taken off."Then came the storied Renaissance in the years following World War II, when the city's public and private elites, abetted by technological advances, came together to improve the air and renew the built environment. Equally dramatic was the sweeping deindustrialization of Pittsburgh in the 1980s, when the collapse of the steel industry brought down the smokestacks, leaving vast tracks of brownfields and riverfront. Today Pittsburgh faces unprecedented opportunities to reverse the environmental degradation of its history. In Devastation and Renewal, scholars of the urban environment post questions that both complicate and enrich this story. Working from deep archival research, they ask not only what happened to Pittsburgh's environment, but why. What forces-economic, political, and cultural-were at work? In exploring the disturbing history of pollution in Pittsburgh, they consider not only the sooty skies, but also the poisoned rivers and creeks, the mined hills, and scarred land. Who profited and who paid for such "progress"? How did the environment Pittsburghers live in come to be, and how it can be managed for the future?In a provocative concluding essay, Samuel P. Hays explores Pittsburgh's "environmental culture," the attitudes and institutions that interpret a city's story and work to create change. Comparing Pittsburgh to other cities and regions, he exposes exaggerations of Pittsburgh's environmental achievement and challenges the community to make real progress for the future. A landmark contribution to the emerging field of urban environmental history, Devastation and Renewal will be important to all students of cities, of cultures, and of the natural world.
Concentrated market power and the weakened sway of corporate stakeholders over management have emerged as leading concerns of American political economy. Samuel Milner provides a historical context for contemporary efforts to resolve these anxieties by examining the contest to control the distribution of corporate income during the mid-twentieth century. During this "Golden Age of American Capitalism," apprehension about the debilitating consequences of industrial concentration fueled efforts to ensure that management would share the fruits of progress with workers, consumers, and society as a whole. Focusing on wage and price determination in steel, automobiles, and electrical equipment, Milner reveals how the management of concentrated industries understood its ability to distribute income to its stakeholders as well as why economists, courts, and public policymakers struggled to curtail the exercise of that market power at its source.