It has been the misfortune of the Business Historical Society to lose within the first year of its existence three of its founders: John Wingate Weeks, died July 12; Charles Chauncey Stillman, died August 17; and Frank W. Remick, died October 16. They were, all three, men of great business administrative ability and eminent for their public spirit.

The role of the historian dealing with transportation is a curious one in that it has rarely, if ever, been defined. Part of the difficulty, perhaps, is inherent in the subject itself and in mankind's (not too broad a term) conception of it.

In rejecting the traditional identification of the Suffolk System with Gresham's Law, this article uses economic theory to sharpen our perspective on historical business reality.

Although short-lived, the Commercial Bank of Lake Erie played an active role in the economic life of its locale. Its history contrasts the hopes and the realities of commercial banking on the American frontier.

J. I. Case Company in the late 1950s and early 1960s was a long-established business faced with the challenge of rapid technological and market change in the agricultural equipment industry. The contrasting styles and policies of Marc B. Rojtman and William J. Grede, Case's two presidents during this period, represented the management tension between the desire for radical experiment and the hope of maintaining the Case traditions of quality and character. Professor Miner's study, based on interviews and on Grede's extensive papers, concentrates on Grede as director and as president. It illuminates the impact of personality on management and illustrates the complexities of adapting an old company to a new industrial world.

On the eve of the merger mania at the turn of the century, the reversal of the first two words in the name of the Shawmut National Bank made it the successor in a consolidation of ten national banks in Boston. Many of the characteristics of this consolidation are exceptions to common generalizations about corporations and control; mergers and motivations.

In this article, Dr. Pierenkemper investigates a new occupational category—the industrial white collar employee—in the late-nineteenth century Krupp Steel Casting Works in Essen, Germany. In contrast to previous historians, Pierenkemper demonstrates that white collar employees were far from homogeneous: differing among themselves, they were also largely isolated from the labor market as a whole. He concludes that widespread intrafirm occupational mobility underlay this distinctive work environment, and suggests that management may have consciously encouraged such moving about to segment its work force.

A former Chairman of the New York Couture Group and now a Director of Affiliated Dress Manufacturers Inc., Mr. Klein demonstrates the modern businessman's awareness of the role of fashion in the history of business.

In the manner of the Creole tradesmen of Louisiana, whose lagniappe to their patrons is legendary, the Editor offers a similar bonus to readers of the Review. Instead of trifling presents added to a purchase, however, our lagniappe will be notes and documents illustrative of the evolution of business enterprise.

Despite the fact that several Chilean companies have experienced great success in recent decades, becoming some of Latin America's largest international enterprises, the field of business history has lagged behind in Chile relative to other Latin American countries. “There is no tradition of business history in Chile,” the editors of these two volumes acknowledge in their introduction (1:13). This gives their publication greater relevance, since it will certainly foster more interest in the field in Chile, which will enable the field of business history to gain more of a hold in Chile in the near future.