Professor Whitten estimates capitalization, production and returns, and profits for a Louisiana sugar plantation owned and operated by Andrew Durnford, a black planter.

The early development of Rochester as a flour-milling center demonstrates several themes. Here, as in countless other places, the resiliency of the petty capitalist in the face of natural disasters and violent commodity price swings stands clear. But the early millers, flexible and energetic in entrepreneurial activity, were also, like their product, perishable. The broader and more important pattern is that of the persistence of an industry favored by basic geographic and market circumstances. Individual milk succumbed in rapid sequence, but rapidly they were replaced. Surviving the handicap of limited capital, the milling industry burst its heal bonds and exploited the regional potentialities of water access to Canada. Transition to what then amounted to a national market came in 1823, when the Erie Canal linked Rochester with the Hudson. Thus a new epoch was forecast, when a broadened market would not only stimulate local growth but shape it through complex economic influences hitherto little felt by the millers on the Genesee.

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.

In 1914 the United States had tess than 5 per cent of the merchant shipping tonnage of the world; in 1952 it had 32 per cent of a vastly larger world tonnage, although its basic competitive disadvantages had probably increased in the intervening years. This enormous growth of the American fleet resulted from the changes in public policy which accompanied a new view of the American role in world affairs. This article analyzes the major developments in the American merchant marine, both deep-sea and coastwise, since World War I.

A manuscript letter of prime significance in maritime history has recently come into the possession of The Marine Historical Association, Mystic, Connecticut. Contained in the letter copybook of Jeremiah Thompson, who took the prime initiative in developing the Black Ball Line of sailing packets and of bringing southern cotton up the coast to New York to provide eastbound cargoes for them, is a letter pertaining to the inauguration of the first line of regularly scheduled sailing packets. In this particular letter, reproduced below, Thompson and his three Quaker associates outline in detail to the two firms who, they hoped, would handle the Liverpool end of the shuttle, their plans for their project which would have the all-important effect of introducing the principle of “line” or “berth” service, with ships sailing on regular schedule between two ports.