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Journal articles on the topic 'Ford Motor Company S.A'

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Published: 4 June 2021

Last updated: 5 February 2022

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1

Yun, JinHyo, Xiaofei Zhao, Tan Yigitcanlar, DooSeok Lee, and HeungJu Ahn. "Architectural Design and Open Innovation Symbiosis: Insights from Research Campuses, Manufacturing Systems, and Innovation Districts." Sustainability 10, no. 12 (November 29, 2018): 4495. http://dx.doi.org/10.3390/su10124495.

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In the age of knowledge-based economies, open innovation has increasing importance. This study aimed to explore the architectural design approaches that can revitalize innovation activities in the era of knowledge-based economies. This paper investigated global case research campuses, manufacturing systems, and innovation districts where architectural design supports innovation activities. This study developed a research framework of architectural design for innovation and applied it in the selected case studies to generate insights. First, the research campuses selected as case studies included Panopticon, DGIST Education and Research Campuses, and Apple Park. Second, the open innovation of manufacturing system architecture was analyzed through the case studies of the Ford Motor Company, Toyota Motor Corporation, and Rolls-Royce Motor Cars. Third, this paper studied the clustered open innovation architectures of Macquarie Park, One North, and Strijp-S Innovation Districts. The findings revealed how tacit knowledge motivates open innovation through the design of manufacturing systems, research campuses, and innovation districts through real examples and mathematical or concept model building.

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2

Feeney, Kevin. "Early 20th Century Examples of Stakeholder Reporting from U.S. Corporate Annual Reports." Journal of Social and Development Sciences 3, no. 8 (August 15, 2012): 264–78. http://dx.doi.org/10.22610/jsds.v3i8.710.

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The content of traditional annual reports for publicly owned corporations is undergoing significant change. Whether in the traditional printed form, or increasingly, via web-based formats, annual reports are moving beyond the mere reporting of the fiscal yearâ€™s financial results. Corporate annual reports are beginning to include supplemental disclosures on the corporationâ€™s labor and supplier activities environmental activities, governance, social responsibility and, most recently, sustainability. This trend has been observed more frequently for corporations based outside of the United States, though a small number of U.S corporations have embraced these concepts as well. Such supplemental disclosures are made not only to its shareholders, but also to individuals, groups and other entities that have a direct stake (i.e. stakeholders) in the corporationâ€™s activities, successes and/or other matters at hand. This paper looks at the development of the stakeholder model and some of groups involved in the expansion of annual reports to include their concerns. Looking back historically, the paper examines early examples of stakeholder reporting from 20th Century annual reports of Ford Motor Company and by certain publicly owned U.S. railroads. Lastly, the paper provides evidence of an earlier example of stakeholder reporting then that previously identified in the literature.

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3

Choi, Byunghun. "현대자동차(HMC)의 중국 사업 부진 연구 : 본원적 사업전략에서 베이징현대의 애매모호한 포지션 분석." Journal of China Area Studies 8, no. 3 (August 31, 2021): 153–79. http://dx.doi.org/10.34243/jcas.8.3.153.

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4

Joseph, Bradley S. "Ford Motor Company Global Ergonomics Process." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 12 (July 2000): 2–454. http://dx.doi.org/10.1177/154193120004401204.

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The use of ergonomic principles in the design of automobile assembly and manufacturing operations has become an important part of a comprehensive health and safety process as well as an integral part of the engineering systems. Ford Motor Company has developed an ergonomics process to manage issues related to injury and illness (e.g., musculoskeletal diseases) and to ensure the appropriate use of human resources on the plant floor. The ergonomics program uses joint labor and management teams to identify and evaluate jobs and develop and implement solutions. This paper summarizes the Ford Motor Company efforts in implementing and maintaining the program. Key strategies are outlined that provide important links to internal organizational units that are critical to fully utilize the ergonomics process. In addition, the paper outlines differences between proactive and reactive efforts and shows the importance of using the information generated by the initiatives for process improvement.

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5

González-Crespo, S., and J. M. Vazquez. "Ford Motor Company in Cadiz 1929-1923." Procedia Manufacturing 13 (2017): 1397–404. http://dx.doi.org/10.1016/j.promfg.2017.09.150.

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6

Reich, Daniel, Yuhui Shi, Marina Epelman, Amy Cohn, Ellen Barnes, Kirk Arthurs, and Erica Klampfl. "Scheduling Crash Tests at Ford Motor Company." Interfaces 46, no. 5 (October 2016): 409–23. http://dx.doi.org/10.1287/inte.2016.0855.

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7

Joseph, Bradley S. "Corporate ergonomics programme at Ford Motor Company." Applied Ergonomics 34, no. 1 (January 2003): 23–28. http://dx.doi.org/10.1016/s0003-6870(02)00080-7.

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8

Metzger, Robert L., Kenneth A. Van Riper, and Martin H. Jones. "Ford motor company NDE facility shielding design." Radiation Protection Dosimetry 116, no. 1-4 (December 20, 2005): 236–38. http://dx.doi.org/10.1093/rpd/nci096.

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9

Levinson, Jonathan. "Benchmarking compliance performance: Ford motor company profile." Environmental Quality Management 7, no. 1 (1997): 45–59. http://dx.doi.org/10.1002/tqem.3310070105.

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10

Schwartz, A. Perry, and Mitchell A. Zalewski. "Assuring Data Security Integrity at Ford Motor Company." Information Systems Security 8, no. 1 (March 1999): 18–26. http://dx.doi.org/10.1201/1086/43304.8.1.19990301/31049.5.

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11

Moll, Robert. "Ford Motor Company and the Firestone tyre recall." Journal of Public Affairs 3, no. 3 (August 2003): 200–211. http://dx.doi.org/10.1002/pa.148.

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12

Rychtyckyj, Nestor. "Intelligent Systems for Manufacturing at Ford Motor Company." IEEE Intelligent Systems 22, no. 1 (January 2007): 16–19. http://dx.doi.org/10.1109/mis.2007.13.

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13

Becker, Paul J., Arthur J. Jipson, and Alan S. Bruce. "State of Indiana V. Ford Motor Company revisited." American Journal of Criminal Justice 26, no. 2 (March 2002): 181–202. http://dx.doi.org/10.1007/bf02887826.

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14

Snedecor, Dan V. "Interactive finite element modeling at Ford motor company." Finite Elements in Analysis and Design 2, no. 1-2 (April 1986): 161–75. http://dx.doi.org/10.1016/0168-874x(86)90015-6.

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15

Ross, Bob, and Don Mitchell. "Commentary: Neoliberal Landscapes of Deception: Detroit, Ford Field, and the Ford Motor Company." Urban Geography 25, no. 7 (November 2004): 685–90. http://dx.doi.org/10.2747/0272-3638.25.7.685.

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16

Nekoz, Alexandr, Alexandr Nekoz, Oleksandr Venglovsky, Oleksandr Venglovsky, Alexandr Batrachenko, and Alexandr Batrachenko. "Durability of cutter assemblies and its causative factors." Foods and Raw Materials 6, no. 2 (December 20, 2018): 358–69. http://dx.doi.org/10.21603/2308-4057-2018-2-358-369.

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Cutter assemblies operate under stressful conditions: the knives are subjected to high dynamic loads, the cutter shaft rotates at a frequency of 5–100 s-1, the electric driving motor of the cutter shaft overcomes high starting moments, the bed is subjected to significant static and dynamic loads, the food raw materials and humid atmospheric air in the production room is corrosive to the structural elements, etc. Under the influence of these factors, the cutter assemblies break down, which causes unregulated pauses in food raw materials processing and also requires high expenses for equipment repair. The aim of the paper was to study the durability of the main cutter assemblies and to establish its main determining factors. The presented numerical values of durability of cutter assemblies have been obtained as a result of the planned, warranty and post-warranty practical maintenance of cutters by the engineering team of GEA FOOD SOLUTIONS UKRAINE, LLC, the mechanical supervisor staff of Cherkassk Food Company, LLC and also as a result of scientific research of the processes that provide the operation of these machines and that were carried out at the Cherkassy State Technological University (the Ukraine). The components that operate under the most stressful conditions are knives, a cutter shaft and its bearing assemblies, and the electric driving motor of the cutter shaft. At the same time, the durability of most cutter assemblies is limited by the quality of operation of the cutter head and the durability of the knives. The expenses for the repair or replacement of cutter assemblies can amount to tens of thousands of euros (not including the losses caused by equipment downtime). By applying the appropriate technical solutions and cutter system operating rules, it is possible to significantly improve the durability of a cutter and reduce these expenses.

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17

Anastakis, Dimitry. "From Independence to Integration: The Corporate Evolution of the Ford Motor Company of Canada, 1904–2004." Business History Review 78, no. 2 (2004): 213–53. http://dx.doi.org/10.2307/25096866.

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In the century since its founding, the Ford Motor Company of Canada has evolved from a relatively independent entity within the Ford empire, with a strong element of minority ownership and its own overseas subsidiaries, to a fully integrated and wholly owned part of Ford's North American operations. The unique emergence and transformation of Ford-Canada among Ford's foreign enterprises is explained by Canada's changing automotive trade policies, the personal relations of the Ford family with its Canadian offspring, and a corporate strategy pursued by Henry Ford's successors and the American Ford company, which sought to bring Ford-Canada more directly under Detroit's control.

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18

McKinlay, Alan, and Ken Starkey. "After Henry: Continuity and Change in Ford Motor Company." Business History 36, no. 1 (January 1994): 184–205. http://dx.doi.org/10.1080/00076799400000008.

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19

Hall, Jenny. "Ford Motor Company Partners with the University of Toronto." Forestry Chronicle 90, no. 01 (January 2014): 8. http://dx.doi.org/10.5558/tfc2014-003.

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20

Friedman, P. A., S. G. Luckey, W. B. Copple, R. Allor, C. E. Miller, and C. Young. "Overview of Superplastic Forming Research at Ford Motor Company." Journal of Materials Engineering and Performance 13, no. 6 (December 1, 2004): 670–77. http://dx.doi.org/10.1361/10599490421277.

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21

Kahalas, Harvey, and Kathleen Suchon. "Interview with Harold A. Poling chairman, CEO, Ford Motor Company." Academy of Management Perspectives 6, no. 2 (May 1992): 71–82. http://dx.doi.org/10.5465/ame.1992.4274400.

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22

Pietrykowski, Bruce. "Fordism at Ford: Spatial Decentralization and Labor Segmentation at the Ford Motor Company, 1920-1950." Economic Geography 71, no. 4 (October 1995): 383. http://dx.doi.org/10.2307/144424.

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23

Lewchuk, Wayne A. "Men and Monotony: Fraternalism as a Managerial Strategy at the Ford Motor Company." Journal of Economic History 53, no. 4 (December 1993): 824–56. http://dx.doi.org/10.1017/s0022050700051330.

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The introduction of mass production transformed many skilled tasks into repetitive and monotonous jobs. In industries such as automobiles, the workforce remained predominantly male despite contemporary assessments that women could efficiently do many of these jobs. This article explores why. It is argued that employers such as Ford concluded that the conversion of labor time into effort would be more difficult in a mixed-gender workforce. The paper shows how Ford developed a fraternalist labor strategy, a men's club, whose objective was to accommodate men to monotony and maximize labor productivity.

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24

Freitas, Daniela Denize, and Jorge Tadeu De Ramos Neves. "Fordlândia: o empreendedorismo inovador da Ford Motor Company na Amazônia Brasileira." Revista Gestão & Tecnologia 17, no. 3 (December 1, 2017): 244–66. http://dx.doi.org/10.20397/2177-6652/2017.v17i3.1237.

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Este artigo tem como objetivo analisar os desafios enfrentados pela Ford Motor Company na implementação do empreendimento inovador da cidade-empresa de Fordlândia, em meio a floresta amazônica, no Estado do Pará, bem como conceituar a expressão cidade-empresa, buscando caracterizar o projeto sob a luz do empreendedorismo e da inovação. O artigo foi realizado a partir de levantamento bibliográfico, utilizando como método de pesquisa a análise de conteúdo. Os resultados da pesquisa revelaram que diversos foram os desafios enfrentados pela FMC, mas que não descaracterizaram o projeto como empreendedor e inovador de grande vulto, do mesmo modo que foi assertiva a utilização da expressão cidade-empresa para designar Fordlândia.

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25

Hambourg, Maria Morris. "Photography between the Wars: Selections from the Ford Motor Company Collection." Metropolitan Museum of Art Bulletin 45, no. 4 (1988): 1. http://dx.doi.org/10.2307/3258720.

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26

Chelst, Kenneth, John Sidelko, Alex Przebienda, Jeffrey Lockledge, and Dimitrios Mihailidis. "Rightsizing and Management of Prototype Vehicle Testing at Ford Motor Company." Interfaces 31, no. 1 (February 2001): 91–107. http://dx.doi.org/10.1287/inte.31.1.91.9687.

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27

Kimbrough, Elizabeth, Lixing Lao, Brian Berman, Kenneth R. Pelletier, and Walter J. Talamonti. "An Integrative Medicine Intervention in a Ford Motor Company Assembly Plant." Journal of Occupational and Environmental Medicine 52, no. 3 (March 2010): 256–57. http://dx.doi.org/10.1097/jom.0b013e3181d09884.

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28

Ferguson, Bill. "The Drive for Sustainability: A Close-Up on Ford Motor Company." Sustainability: The Journal of Record 5, no. 4 (August 2012): 230–32. http://dx.doi.org/10.1089/sus.2012.9948.

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29

Zeller, Thomas L., and Darin M. Gillis. "Achieving market excellence through quality: The case of Ford Motor Company." Business Horizons 38, no. 3 (May 1995): 23–31. http://dx.doi.org/10.1016/0007-6813(95)90019-5.

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30

BRUCHER, KATHERINE. "Assembly Lines and Contra Dance Lines: The Ford Motor Company Music Department and Leisure Reform." Journal of the Society for American Music 10, no. 4 (October 27, 2016): 470–95. http://dx.doi.org/10.1017/s1752196316000365.

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AbstractThe automaker Henry Ford founded the Ford Motor Company Music Department in 1924 with the goal of reviving what he called “old-fashioned dancing and early American music.” Ford's interest in the Anglo-American social dances of his youth quickly grew from dances hosted by the Fords for company executives to a nationwide dance education program. This article traces the history of the Music Department's dance education program and examines the parallels between it and the company's earlier efforts in social engineering—namely the Ford Profit Sharing Plan (better known as the “Five Dollar Day”) and the Ford English School. The Music Department's activities offer an opportunity to explore how industry sought to shape music and dance through Americanization efforts and leisure reform as Detroit rapidly urbanized during the first decades of the twentieth century. Supporters of Ford's revival viewed the restrained musical accompaniment and dance movements as an antidote to jazz music and dances, but more importantly, music and dance served as an object lesson in the physical discipline necessary for assembly line labor. Ford's dance education campaign reveals the degree to which industry was once entwined with leisure reform in southeast Michigan.

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31

Maloney, Thomas N., and Warren C. Whatley. "Making the Effort: The Contours of Racial Discrimination in Detroit’s Labor Markets, 1920–1940." Journal of Economic History 55, no. 3 (September 1995): 465–93. http://dx.doi.org/10.1017/s0022050700041607.

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In 1940 the Ford Motor Company employed half of the black men in Detroit but only 14 percent of the whites. We find that black Detroiters were concentrated at Ford because they were excluded from working elsewhere. Those most affected were young married black men. A Ford job was virtually the only opportunity they had to earn a family wage; but to keep it, they had to put out the extra effort that Ford required. White married men in Detroit had better employment opportunities elsewhere, so they tended to avoid Ford or leave very quickly.

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32

Carmo, Marcelo José do, Mário Sacomano Neto, and Júlio César Donadone. "Análise da financeirização no setor automotivo: o caso da Ford Motor Company." Nova Economia 28, no. 2 (August 2018): 549–77. http://dx.doi.org/10.1590/0103-6351/3469.

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Resumo: O setor automotivo passa por um processo crescente de financeirização. Cada vez mais as montadoras vêm se tornando objeto de aquisições acionárias e do aumento da participação dos bancos, fundos de investimento e outras instituições financeiras em seus direitos de propriedade. Além disso, há enormes pressões por parte dos altos executivos e dos acionistas para que haja a maximização do valor ao acionista. Neste sentido, a proposta deste trabalho é analisar o processo de financeirização do setor automotivo por meio da Ford Motor Company, a partir de dados secundários da empresa e análise de seu conteúdo. Para analisar a financeirização, ao menos cinco categorias componentes desse processo serão usadas, tais como: proporção do lucro advindo das finanças em comparação com o lucro obtido pela produção; aquisições; composição acionária, origem dos dirigentes da empresa e pagamento de dividendos aos acionistas.

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33

Rocha, Izabel Cristina, Ivam Ricardo Peleias, Cristineide Leandro Franca, Joelson Oliveira Sampaio, and Jésus de Lisboa Gomes. "Programas de preparação para aposentadoria: um estudo na Ford Motor Company Brasil." Trabalho (En)Cena 4, no. 1 (June 13, 2019): 283–304. http://dx.doi.org/10.20873/2526-1487v4n1p283.

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Resumo Esta pesquisa analisou se um programa de preparação para aposentadoria promoveu clareza de objetivos e mudança no comportamento de planejamento para a aposentadoria, em 137 empregados, da Ford Motor Brasil, sendo 69 participantes do programa e 68 que não participaram. Duas escalas foram respondidas online: perspectiva de tempo futuro relativa à aposentadoria e mudança em comportamento de planejamento para aposentadoria. Realizou-se análise fatorial exploratória, teste de medidas independentes de dois grupos e regressão linear multipla. O primeiro instrumento revelou uma estrutura unifatorial e o segundo quatro fatores. Não houve diferença significativa na comparação entre participantes e não-participantes do programa na mudança em comportamento de planejamento para aposentadoria. Constatou-se diferença significativa na clareza de objetivos para aposentadoria nos participantes do programa. Palavras-chave: Preparação para aposentadoria; Perspectiva do tempo futuro; Envelhecimento; longevidade; Mudança de comportamento.

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34

Duchnak, Mark. "Advanced coating extends life of paint bell cups at ford motor company." Metal Finishing 105, no. 3 (March 2007): 55–56. http://dx.doi.org/10.1016/s0026-0576(07)80615-5.

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35

Kossoudji, Sherrie A., and Laura J. Dresser. "Working Class Rosies: Women Industrial Workers during World War II." Journal of Economic History 52, no. 2 (June 1992): 431–46. http://dx.doi.org/10.1017/s0022050700010846.

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After joining the industrial workforce during World War II, women disappeared from industrial employment with postwar reconversion. This article uses data from Ford Motor Company employee records to describe female industrial workers, their work histories before Ford, and their exit patterns from Ford. We draw a more complete picture of these industrial workers and discuss the differences between those who chose to leave Ford and those who left involuntarily. Contrary to popular myth it was housewives, along with African-American and older women, those with the fewest outside opportunities, who were more likely to be laid-off.

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36

Link, Stefan. "The Charismatic Corporation: Finance, Administration, and Shop Floor Management under Henry Ford." Business History Review 92, no. 1 (2018): 85–115. http://dx.doi.org/10.1017/s0007680518000065.

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After assuming sole ownership of the Ford Motor Company in 1919, Henry Ford transformed his business into a mission-driven organization that prioritized improvements in production and engineering over investment returns. At the same time, the company programmatically rejected bureaucratic management in favor of informal procedures and ingrained collective protocols, both in administration and on the shop floor. This article references Max Weber's view of “charismatic” authority to explain the company’s organizational structure, its culture, its ambivalence toward Henry Ford’s worst tendencies and prejudices, and its resilience during the decline of his leadership in the 1930s and 1940s.

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37

Tomac, Nikola, Radoslav Radonja, and Jasminka Bonato. "Analysis of Henry Ford’s contribution to production and management." Pomorstvo 33, no. 1 (June 28, 2019): 33–45. http://dx.doi.org/10.31217/p.33.1.4.

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Henry Ford is widely known as the car constructor, the founder of the Ford Motor Company, the pioneer of mass production and the inventor of the moving assembly line, which many consider as the world’s greatest contribution to manufacturing. In 1908, Ford started production of the Ford Model T, which has become one of the most successful automobile in automotive history. But his contribution far surpasses these excellent accomplishments. What are not well known are Ford’s contributions to the just-in-time production, product platforming, mass customization, vertical integration, designs for maintainability, ergonomic considerations, employee management and other features of the manufacture. The Ford’s production system has become the characteristic American mode of production widespread all over the world.

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38

Burr, Christina. "The Business Records of the Ford Motor Company of Canada Ltd., 1897-1971." Labour / Le Travail 41 (1998): 328. http://dx.doi.org/10.2307/25144271.

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39

Patrina, E. "Managing the organizational development through global expansion: case study of Ford Motor Company." NEW UNIVERSITY: ECONOMICS & LAW, no. 5-6 (June 30, 2014): 52–56. http://dx.doi.org/10.15350/2221-7347.2014.5-6.00056.

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40

Baker, Charles Richard. "Organizational change at Ford Motor Company in the face of international financial crisis." Recherches en Sciences de Gestion 110, no. 5 (2015): 23. http://dx.doi.org/10.3917/resg.110.0023.

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41

Christensen, Lars K. "Between Denmark and Detroit: unionized labour at Ford Motor Company, Copenhagen, 1919–1939." Labor History 55, no. 3 (May 6, 2014): 326–45. http://dx.doi.org/10.1080/0023656x.2014.911590.

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42

Greenstein, David E. "AssemblingFordizm: The Production of Automobiles, Americans, and Bolsheviks in Detroit and Early Soviet Russia." Comparative Studies in Society and History 56, no. 2 (April 2014): 259–89. http://dx.doi.org/10.1017/s0010417514000048.

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AbstractThe expansion of the Ford Motor Company into Soviet Russia has been understood as part of a unidirectional spread of American economic power and cultural forms abroad following the First World War. This essay looks beyond the automobiles and manufacturing methods sent from Ford facilities in Detroit to the emerging Soviet automobile industry to examine multidirectional migrations of workers between Russia and the United States that underlay but sometimes collided with Ford's system. Workers, managers, engineers, and cultural, technical, and disciplinary knowledge moved back and forth between factories in Soviet Russia and the United States. Efforts to define, track, and shape workers in both countries as Americans, Russians, or Bolsheviks were integral to the construction of the products and methods that Ford sold. But many workers fell in between and contested these classifications and they often defied company attempts to create an efficient and homogeneous American workforce. In Russia, too, more than Soviet and American automobiles were produced: people and ideas were created that crossed and blurred boundaries between “American” and “Soviet.” There, “Fordizm” became a popular watchword among Soviet commentators and workers as a near-synonym for industrialization, mass production, and efficiency. Many saw it as a potentially valuable component of a new socialist world. These multidirectional movements, recorded in Ford Motor Company archives and related documents, suggest that rather than separate and alternative projects, Ford's burgeoning system to transform manufacturing and workers' lives in Detroit was linked to the Soviet revolutionary project to recreate life and work.

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43

Barlatt, Ada Y., Amy Cohn, Oleg Gusikhin, Yakov Fradkin, Rich Davidson, and John Batey. "Ford Motor Company Implements Integrated Planning and Scheduling in a Complex Automotive Manufacturing Environment." Interfaces 42, no. 5 (October 2012): 478–91. http://dx.doi.org/10.1287/inte.1120.0650.

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44

Foote, Christopher L., Warren C. Whatley, and Gavin Wright. "Arbitraging a Discriminatory Labor Market: Black Workers at the Ford Motor Company, 1918–1947." Journal of Labor Economics 21, no. 3 (July 2003): 493–532. http://dx.doi.org/10.1086/374957.

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45

Li, Nai Yi. "Magnesium Advances and Applications in North America Automotive Industry." Materials Science Forum 488-489 (July 2005): 931–0. http://dx.doi.org/10.4028/www.scientific.net/msf.488-489.931.

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Magnesium is increasingly becoming an attractive alternative to steel, aluminum, and polymer composites for vehicle weight reduction due to its ability to meet vehicle performance requirements. To meet the Corporate Average Fuel Economy (CAFÉ) standard and to maximize the weight reduction of vehicles in the coming years, the magnesium applications are expected to increase significantly in both structural and powertrain components where material creep resistance is required. This first half of the paper will give an overview of recent automotive magnesium R&D programs including Light Metal Cast, Magnesium Powertrain Cast Components, and Structural Cast Magnesium Development supported by the United States Council for Automotive Research (USCAR) and the US Department of Energy. The USCAR is the umbrella organization of DaimlerChrysler Corporation, Ford Motor Company and General Motors, which was formed in 1992 to further strengthen the technology base of the US automotive industry through cooperative, pre-competitive research. During the last decade, the magnesium foundry industry has grown, yet the material and manufacturing process costs of magnesium die-casting has impeded large-scale implementation into the automotive industry. As a result, Ford Motor Company initiated a Cost Reduced Magnesium Die Castings Using Heated Runners (CORMAG) program in partnership of the Advanced Technology Program of the US National Institute of Standards and Technology. The second half of this paper will briefly present the program goal, progress and its impact. In addition, this paper will present some magnesium applications, including a 2004 Ford F-150 light truck Front End Support Assembly and a 2005 Ford GT instrument panel structure.

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46

Raff, Daniel M. G. "Wage Determination Theory and the Five-Dollar Day at Ford." Journal of Economic History 48, no. 2 (June 1988): 387–99. http://dx.doi.org/10.1017/s0022050700004988.

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This paper examines the five-dollar day compensation policy instituted by the Ford Motor Company in 1914 in light of recent developments in wage-determination theory. The new wage was above the opportunity cost of the labor employed. Yet various efficiency wage theories, by which high wages increase output, are shown to provide an implausible explanation. The particular (and epochal) technical change that occurred at Ford and the attitudes and beliefs of relevant actors suggest instead a rent-sharing theory driven by the threat of collective action by labor. This confluence, not the money, marks the episode as a watershed.

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Wren, Daniel A. "James D. Mooney and General Motors' Multinational Operations, 1922–1940." Business History Review 87, no. 3 (2013): 515–43. http://dx.doi.org/10.1017/s0007680513000743.

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This article traces the emergence of the General Motors Corporation as a multinational enterprise under the leadership of James D. Mooney from 1922 to the outbreak of World War II. Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illustrates how GM's organizational hierarchy achieved vertical coordination of effort. Economic depression and the prelude to World War II followed the expansionary 1920s, requiring GM and Ford to adjust to a changing environment. The article also covers Mooney's naïve attempts to use business for diplomacy in the years leading up to the war.

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48

Lowenthal, Jeff. "TransLighting group, inc. a small town, family business." New England Journal of Entrepreneurship 11, no. 2 (March 1, 2008): 57–63. http://dx.doi.org/10.1108/neje-11-02-2008-b005.

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TransLighting Group, Inc. consists of two companies all centered around the transportation industry. The original company, TransLighting, was started in 1962 by Henry Phillips. Henry was an engineer with Ford Motor Company specializing in braking wiring systems. Over an eight-year period, he designed and patented several wiring and harness systems that are used in cars as of the 2006 model year. Back in the 1950s Henry had the opportunity to learn about and use LED technology. He even came up with a process using this technology to increase brake light visibility (i.e., the third or middle brake light on most cars). In June 1961 over dinner with another engineering buddy, Bill Acken, Bill figured that they could use this same technology to display roadside messages for motorists. Following license approval from Ford, Bill and Henry started TransLighting in White Lake, Michigan.

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Butov, Alexander V. "Causes of Loss Competitivenesses of the Company Ford in the Russian Federation." International Trade and Trade Policy, no. 4 (January 3, 2020): 171–80. http://dx.doi.org/10.21686/2410-7395-2019-4-171-180.

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The departure of large foreign car manufacturers from the Russian market negatively affects all partners and interested parties car dealers, suppliers, employees, buyers and fans of brands of departed companies. This departure became even more painful for Ford itself, which leaves the domestic market with a loss of $ 500 million, which is 14% of the total annual profit of Ford Motor Co. in 2018 This sad event was caused by a number of circumstances: the consequences of the global financial crisis, the devaluation of the national currency, the decline in sales in the Russian car market, company errors in pricing, marketing policies and updating the model range, in assessing the prospects for marketing products and creating excess production capacities, as well as refusal to independently manage Russian business and the choice for this Russian partner in a joint venture. A close study of the reasons that forced the recent leader of the Russian car market to Ford to close its car factories and stop selling them in Russia is presented in the article. Particular attention is paid to the development of the domestic car market, the development of effective competition strategies in the face of falling household incomes and rising product prices, state support for the domestic auto industry, as well as the specifics of creating joint ventures in the Russian Federation and assessing the resource capabilities of joint venture partners.

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Brueggemann, John. "The Power and Collapse of Paternalism: The Ford Motor Company and Black Workers, 1937-1941." Social Problems 47, no. 2 (May 2000): 220–40. http://dx.doi.org/10.1525/sp.2000.47.2.03x0289c.

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