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In this book, Sean Safford compares the recent history of Allentown, Pennsylvania, with that of Youngstown, Ohio. Allentown has seen a noticeable rebound over the course of the past twenty years. Facing a collapse of its steel-making firms, its economy has reinvented itself by transforming existing companies, building an entrepreneurial sector, and attracting inward investment. Youngstown was similar to Allentown in its industrial history, the composition of its labor force, and other important variables, and yet instead of adapting in the face of acute economic crisis, it fell into a mean race to the bottom. Challenging various theoretical perspectives on regional socioeconomic change, Why the Garden Club Couldn't Save Youngstown argues that the structure of social networks among the cities' economic, political, and civic leaders account for the divergent trajectories of post-industrial regions. It offers a probing historical explanation for the decline, fall, and unlikely rejuvenation of the Rust Belt. Emphasizing the power of social networks to shape action, determine access to and control over information and resources, define the contexts in which problems are viewed, and enable collective action in the face of externally generated crises, this book points toward present-day policy prescriptions for the ongoing plight of mature industrial regions in the U.S. and abroad.
In this book, Sean Safford compares the recent history of Allentown, Pennsylvania, with that of Youngstown, Ohio. Allentown has seen a noticeable rebound over the course of the past twenty years. Facing a collapse of its steel-making firms, its economy has reinvented itself by transforming existing companies, building an entrepreneurial sector, and attracting inward investment. Youngstown was similar to Allentown in its industrial history, the composition of its labor force, and other important variables, and yet instead of adapting in the face of acute economic crisis, it fell into a mean race to the bottom.Challenging various theoretical perspectives on regional socioeconomic change, Why the Garden Club Couldn’t Save Youngstown argues that the structure of social networks among the cities’ economic, political, and civic leaders account for the divergent trajectories of post-industrial regions. It offers a probing historical explanation for the decline, fall, and unlikely rejuvenation of the Rust Belt. Emphasizing the power of social networks to shape action, determine access to and control over information and resources, define the contexts in which problems are viewed, and enable collective action in the face of externally generated crises, this book points toward present-day policy prescriptions for the ongoing plight of mature industrial regions in the U.S. and abroad.
Closing Chapters attempts to explain the disintegration of urban parochial schools in Youngstown, Ohio, a onetime industrial center that lost all but one of its eighteen Catholic parochial elementary schools between 1960 and 2006. Through this examination of Youngstown, Welsh sheds light on a significant national phenomenon: the fragmentation of American Catholic identity.
Founded in the Mahoning Valley during 1837, a tiny settlement of secular German immigrants grew into one of the most influential centers of Jewish life in the Midwest. Home to nationally renowned rabbis and Zionist firebrands alike, the community produced an astonishing array of leaders in an impressive range of fields throughout the twentieth century. This notable legacy ranges from the entertainment juggernaut of Warner Brothers to the Arby's fast-food empire and the prominent Youngstown Sheet & Tube, among many others. Authors Thomas Welsh, Joshua Foster and Gordon F. Morgan trace the unique history of one of Ohio's oldest Jewish communities from its humble beginnings into the challenging climate of the new millennium.
In a climate of scarce financial resources, where federal and state fiscal assistance to cities has dwindled quantitatively, all civic leaders must somehow find a way to provide long-term vision, a good business climate, and diverse economic development planning strategies to grow their cities' economies. Such plans should be strategically flexible and adaptable to change, yet strong enough to withstand the whirlwinds and vicissitudes of the constantly changing national and global economies. Youngstown, Ohio, achieved its success through the visionary leadership of its city mayors, who partnered with local University leadership, tapping into their invaluable assets of knowledge capital and technology transfer capacities, while at the same time mobilizing public support from labor, businesses, foundations, and other entrepreneurial stakeholders to provide assistance with the city's economic recovery. City in Transition is a landmark testimonial assessment of tried and true economic development strategies of Youngstown mayors' visionary leaderships to revive and grow the city's declining economy following its steel mill closings in the late 1970s. Economic development strategies together with city-size reclassification into a smaller post-industrial city, created a classic leadership story of foresight that transcended the city's economic regeneration per se, to garner both national recognition and international attention.
The most pressing question facing the small and mid-sized cities of America's industrial heartland is how to reinvent themselves. Once-thriving communities in the Northeastern and Midwestern U. S. have decayed sharply as the high-wage manufacturing jobs that provided the foundation for their prosperity disappeared. A few larger cities had the resources to adjust, but most smaller places that relied on factory work have struggled to do so. Unless and until they find new economic roles for themselves, the small cities will continue to decline. Reinventing these smaller cities is a tall order. A few might still function as nodes of industrial production. But landing a foreign-owned auto manufacturer or a green energy plant hardly solves every problem. The new jobs will not be unionized and thus will not pay nearly as much as the positions lost. The competition among localities for high-tech and knowledge economy firms is intense. Decaying towns with poor schools and few amenities are hardly in a good position to attract the 'creative-class' workers they need. Getting to the point where they can lure such companies will require extensive retooling, not just economically but in terms of their built environment, cultural character, political economy, and demographic mix. Such changes often run counter to the historical currents that defined these places as factory towns. After the Factory examines the fate of industrial small cities from a variety of angles. It includes essays from a variety of disciplines that consider the sources and character of economic growth in small cities. They delve into the history of industrial small cities, explore the strategies that some have adopted, and propose new tacks for these communities as they struggle to move forward in the twenty-first century. Together, they constitute a unique look at an important and understudied dimension of urban studies and globalization.
Argues that the new American economy must be driven by exports and powered by cleaner energy and indicate that metropolitan areas should lead the way in this new economic landscape.
Although competitiveness is typically associated with firms, they are not the only organizational body whose performance is dependent upon competitiveness. This poignant and insightful book focuses on how the varied economic performance of cities and regions, both within nations as well as across nations, during the era of the ÔGreat RecessionÕ also highlights the need for competitiveness. Competitive cities and regions enjoy a superior economic performance, while their less competitive counterparts experience poorer economic growth and increasing unemployment. Using leading frameworks, this study provides applications and case studies about what shapes the competitiveness of places in an international context. Specific policies that enhance local competitiveness are identified and analyzed. Scholars of regional economics, urban economics, urban planning and public policy as well as policymakers will find plenty of invaluable information in this invigorating book.
The steel industry played a central role in building post–World War II economic success in the US and in defining the parameters of the post–World War II social contract. As these long-term processes both preceded and contributed to the Great Recession, a new capitalism—one in which banks and the credit system took precedence over industrial production—changed the lives of many American workers, including steelworkers. As Goes Bethlehem raises important questions about why workers and their unions were not able to successfully contest this attack on industrial labor, instead settling for best navigating a long downward trajectory. Through the experiences and reflections of steelworkers, Jill A. Schennum demonstrates the significance of work, and particularly of industrial work, in giving meaning to people’s lives, identities, and sense of worth. She uses workers’ narratives and voices to show the importance of work space, time, and social relations, rejecting dominant interpretations of blue-collar workers as alienated from their work but well-paid and co-opted by a middle-class standard of living. Schennum covers thirty-five years of investment and disinvestment, managerial initiatives, transfer decisions, layoffs and downsizings, external transfers, the eventual bankruptcy of the Bethlehem Steel Corporation, and movement into retirement, unemployment, and new postindustrial jobs. The very solidarities, rights of citizenship, and rule of law forged in the mill and built on by the union were constructed, in part, through exclusions based on race, ethnicity, gender, and region. These lines of fracture were mobilized to undermine working-class strength in the postindustrial period. Through the experiences of African American, Puerto Rican, coal country, and women workers in the steel mills, this book explores these issues of fracture and solidarity.
Cover -- Title -- Copyright -- Dedication -- CONTENTS -- Acknowledgments -- About the Contributors -- List of Figures and Tables -- 1 Introduction: Beyond Reform-Leadership, Change, and the Role of Innovation -- PART I Ecology of Public Sector Innovation and Performance Literature -- 2 Reinventing and Redesigning Local Government -- 3 Innovation and Organizational Survival Research -- PART II Governance and New Frontiers in Public Policy -- 4 Cooperative/Collaborative Governance in a Networked Age -- 5 Chaos Theory, Disaster Policy, and Response: Achieving the New Normal -- PART III Leadership and Change in Governing Systems -- 6 Public Sector Compensation-School District Superintendents: Are We Getting Our Monies' Worth? -- 7 Implementing an Innovative Dream of Change: Lessons From Houston Community Colleges -- 8 Citizen Advisory Bodies: New Wine in Old Bottles? -- 9 Local Government Reform, Convergence, and the Hybrid Model -- PART IV Social Justice and Equality -- 10 Support for Gender Equality Duty Strategies Among Local Government Officials in Texas -- 11 Can Innovative Leadership Improve Community and Police Relationships? Lessons Learned From Youngstown, Ohio -- 12 Choice Points as a Framework for Decision-Making -- 13 Conclusion: Scenarios and Common Themes in Leadership and Change -- Index