Tire manufacturer Bridgestone had to learn the hard way how dangerous it can be to follow the teachings of neoclassical labor market theory. Dozens of people died as a consequence of faulty Bridgestone tires on Ford Explorer SUVs (sports utility vehicles). The value of the company dropped by billions of dollars due to victim compensation, a ruined reputation and the recall of millions of tires. Management had unilaterally imposed large pay cuts and an unpopular new 12-hour plan of shifts rotating from day to night. In response, the United Rubber Workers of America had called a strike in the Illinois plant of the company. For a period of about three years, the union was either on strike or working without a contract. During that time, the company employed about 1,000 replacement workers. After a year, the union unconditionally offered to return to work without a contract, but management announced that it would permanently retain the replacement workers and offered to recall the striking workers only as needed. Only in December 1996 was a contract settled that included provisions to recall all strikers (Krueger and Mas 2004).