Beer,brewing, and business history

Abstract

This editorial introduces the eight articles in the special issue on ‘Beer, brewing and business history’. Following the BEERONOMICS conference held at the University of York, 2013, and the subsequent approval of the editorial board of Business History, we received many submissions discussing beer, brewing, and their importance to business history (broadly defined). In this editorial we provide a brief overview of the historical development of beer and brewing; explain the appeal to business historians of the principal themes which have emerged in the historiography of this industry, and provide a short introduction to the articles accepted for publication in this special issue.     

Vertical monopoly power,profit and risk: The British beer industry,c.1970–c.2004

ABSTRACT

By investigating surplus and risk distribution in the British brewing industry, this article shows that risk and risk transfer are important dimensions of vertical supply chain relationships. A comparative financial analysis shows the effects of models of vertical ownership before and after the break-up of producer controlled tenanted estates and the strategy and performance of pub-owning companies. Contrasting mechanisms for controlling the capture of surplus and division of risk are evaluated. The article complements prior studies that have concentrated on the brewers by assessing winners and losers amongst pub owning companies and tenants in different models of vertical organisation and how they might be effectively regulated.     

Optimisation and the selection of conservation contracts*

This paper explores alternative techniques for the selection of conservation contracts under competitive tendering programs. Under these programs, purchasing decisions are often based on the benefits score and cost for proposed projects. The optimisation problem is to maximise the aggregate benefits without exceeding the budget. Because the budget rarely permits all projects to be funded, there is a binary choice problem, known in the operations research published work as a knapsack problem. The decision‐maker must choose which projects are funded and which are not. Under some circumstances, the knapsack problem can be unsolvable because computational complexity increases exponentially with the number of projects. This paper explores the use of several decision rules for solving the optimisation problem including the use of advanced meta‐heuristics. It is shown that commonly applied techniques for project selection may not be providing the optimal solution. Improved algorithms can increase the environmental programs benefits and staying within budget. The comparison of algorithms is based on real data from the Western Australian Conservation Auction.     

Towards a new business history?

This article calls for a discussion about business history research. We advocate that the current typical approach in business history – dominantly case study analysis – maintains its prominent position, but the purpose and relevance of this type of research in the scientific method for business history is made more explicit. Moreover, the article proposes the application of additional approaches in business history, which specifically aim to develop theory and test hypotheses. These approaches are well established in the social sciences, but require adaptation to the particular needs of business history. The purpose of this article is to argue that opportunities for scientific explanations in business history are enhanced by engagement with the circle of knowledge creation where theory is confronted with empirical evidence and empirical observations feed back into theory formation.     

Financial distress, corporate borrowing, and industrial decline: the Lancashire cotton spinning industry, 1918-38

The analysis presented is based on a case study of Lancashire cotton textile firms. It traces their financial history through the sharp boom of 1919-20, and the sudden crisis that followed. Using a sample of representative companies it is shown that firms unwittingly adopted inappropriate financial structures that acted as the decisive constraint on the adoption of recovery strategies in the subsequent slump. The paper explains how the relationship between indebtedness and asset values prevented subsequent internal financial retrenchment, restructuring and re-equipment, and dictated the competitive processes within the industry. It is demonstrated that financial constraints were the decisive factor determining the feasibility of competitive strategies available to the industry's leaders.     

Corporate Culture in the Nonprofit Sector: A Comparison of Fringe Benefits with the For-profit Sector

One explanation that may be given for why nonprofit organizations pay lower wages than do other organizations is that nonprofits are more pleasant places to work. Indeed, some authors have proposed that nonprofit organizations should make an effort to promote a working environment that reflects the beliefs of the organization. This paper uses several proxies for whether an organization is a pleasant place in which to work, and tests for whether nonprofits are more likely to offer such pleasant working conditions. Analysis shows that nonprofits are not more likely to offer these conditions in many instances.