This article evaluates the process of firm-specific learning relating to the
development of actuarially based pension accounting at the Bell System in the
USA from 1913 to 1940. Drawing on Alfred D. Chandler's notion of an
“integrated learning base”, it analyzes the steps taken by
the firm in learning how to order the multiple forms of specialized knowledge
necessary for effective pension liability management. The study also explains
how this change moderated relationships between such stakeholder groups as
employees, investors, regulators, professional advisors and tax authorities. The
pension plan was a key economic benefit that sought to increase employee
retention and morale through the promise of retirement compensation for
diligent, long-term service. It also sought to address humanely the economic
problems of old age in a rising urban-industrial society, which had scant
resources dedicated to social welfare. Although originally a pay-as-you-go
system, the escalating costs associated with a rapidly expanding workforce
forced its abandonment in favor of an actuarially based system in 1927. The
article analyzes this evolution in management practice through the New Deal era
and the emergence of a national social security system in 1935.