Management lessons from the Industrial Revolution

Abstract

This paper uses various models of culture change, along with historical analyses, to explain differences in the rates of industrial innovation in England and France between the years 1066 and 1850. As a point of focus, the particular innovation considered is the development of railroads in England, and the lack of such development in France, during the time period considered. From this study conclusions are drawn concerning how managers of modern firms can develop organizational cultures that encourage innovations. The study suggests such steps as reducing the numbers of top management, rewarding innovation, maximizing contact with outside organizations, minimizing reliance on company policies and fostering a spirit of individualism and competition.