Freedom, Inc_ - Brian M. Carney [146]
25. G. Gitelson, J. W. Bing, and L. Laroche, “The Impact of Culture on Mergers & Acquisitions,” CMA Management, March 2001, http://www.itapintl.com/(accessed May 15, 2007).
26. Towers Perrin–ISR, “Engaged Employees Drive the Bottom Line,” http://www.isrsurveys.com/ (accessed April 20, 2007).
27. The following pages on workplace stress and its health consequences draw from: William Atkinson, “Managing Stress,” Electrical World 214, no. 6 (November–December 2000): pp. 41–42; Hans Bosma, Stephen Stansfeld, and Michael Marmot, “Job Control, Personal Characteristics, and Heart Disease,” Journal of Occupational Health Psychology 3, no. 4 (October 1998): pp. 402–9; S. Cartwight and C. L. Cooper, Managing Workplace stress (Thousand Oaks, California: Sage, 1997); “Are You Working Too Hard? A Conversation with Herbert Benson, M.D.,” Harvard Business Review, November 2005, pp. 53–58; L. M. Cortina, V. J. Magley, J. H. Williams, and R. D. Langhout, “Incivility in the Workplace: Incidence and Impact,” Journal of Occupational Health Psychology 6 : pp. 64–80; R. S. Lazarus and S. Folkman, Stress, Appraisal, and Coping (New York: Springer, 1984); J. H. Neuman, “Injustice, Stress, and Aggression in Organizations,” in The Dark Side of Organizational Behavior, ed. R. W. Griffin and A. M. O’Leary-Kelly (San Francisco: Jossey-Bass, 2004), pp. 62–102; Anne G. Perkins, “Medical Costs,” Harvard Business Review 72, no. 6 (November–December 1994): p. 12; Oakley Ray, “How the Mind Hurts and Heals the Body,” American Psychologist 59, no. 1 (2004): pp. 29–40; Paul E. Spector, “Employee Control and Occupational Stress,” Current Directions in Psychological Science no. 4 : pp. 133–36; and Joanne Wojcik, “Cutting Costs of Stress,” Business Insurance 35, no. 13, March 26, 2001, pp. 1–2.
28. “Gallup Study: Engaged Employees Inspire Company Innovation.”
29. Sample items from the “Workplace Aggression Research Questionnaire,” as described in Neuman, “Injustice, Stress, and Aggression,” p. 66.
30. Bosma, Stansfeld, and Marmot, “Job Control, Personal Characteristics, and Heart Disease,” p. 406.
3: FROM ARTISANS TO AUTOMATONS
1. The description of Birmingham and its Lunar Society is based on Jenny Uglow, The Lunar Men: Five Friends Whose Curiosity Changed the World (New York: Farrar, Straus and Giroux, 2002).
2. We owe the term “horsepower” to Watt and Boulton, who didn’t simply sell engines. The key to their business model was to collect a fee from the businesses to which they sold their engines. The fee was calculated based on an estimate of how much the mill or mine had saved by replacing teams of horses with an engine. The more powerful the engine, the more horses it displaced and the higher Watt’s and Boulton’s royalty.
3. Uglow, The Lunar Men, p. 199.
4. Encyclopaedia Britannica Online, s. v. “Work, history of the organization of,” http://www.britannica.com/eb/article-67037 (accessed February 15, 2008).
5. David Mckie, “Last Train to Etruria,” Guardian, November 16, 2005.
6. Richard Weaver, Ideas Have Consequences (Chicago: University of Chicago Press, 1948).
7. Encyclopaedia Britannica Online, “Work, history of the organization of.”
8. Tim Lambert, “A History of Northampton,” http://www.localhistories.org/northampton.html (accessed January 28, 2009).
9. The description of primates’ studies in the following pages draw on Robert Sapolsky, “Culture in Animals: The Case of a Non-human Primate Culture of Low Aggression and High Affiliation,” Social Forces 85, no. 1 (2006): pp. 217–33; Robert Sapolsky, “A Natural History of Peace,” Foreign Affairs 85, no. 1 (January–February 2006); and G. Hohmann and B. Fruth, “Intra-and