Global maritime business networks channeled the flows of people and goods for modern production and consumption societies. The principal instrument for constructing and sustaining these networks was the business trip. In the course of their travels, shipping-company and trading-company executives founded new commercial networks, established new routes and services, inspected agents, gathered business intelligence, and promoted new contacts and connections. These trips relied on a business culture that combined cosmopolitanism with national preferences and competitiveness with gentlemanly codes. Personal relationships remained fundamental to the networking process, despite a bureaucratization of business structures. An examination of the business trips of Belgian, British, Dutch, French, and German maritime firms reveals the centrality of global networks in modern economies, shows how such networks were constructed and maintained, and argues that face-to-face relationships continued to characterize business life deep into the twentieth century.

American frozen foods were originally considered a luxury product; the industry did not develop a mass market until the late 1940s. Only a few years after achieving mass-market sales, however, frozen-food producers tried to segment the market in order to increase profits. This change was partly the result of internal factors, such as technological developments and interfirm competition. The new marketing strategy also hinged on industry executives' shifting conception of the ideal consumer. Frozen-food marketers of the early 1950s envisioned themselves as providing the good life at a low cost to “average” Americans. When profits slowed in the late 1950s, they designed a variety of new products for groups according to their race, age, and class.

After World War II, Weirton Steel remained a critical barrier to the unionization of the steel industry. Weirton kept unions at bay through a plan of high wages, welfare, and company unionism, which it combined with an authoritarian style of management. Forbidden from using intimidation by the federal courts, Weirton substituted a celebration of Americanism that associated freedom with limited government and an absence of unionism. Foreseeing a union drive in 1950, Weirton staged a pageant to dramatize its version of patriotism. The steelworkers countered with a competing version that stressed trade unionism as a way to give workers a democratic voice. This article reveals how postwar patriotic pageantry was rooted in the struggle between labor and capital.