Andrew Carnegie was a leading industrialist who used his fortune to create a legacy of philanthropy and peace advocacy. This biography examines his rise from a poverty-stricken childhood to a position of international leadership.

Andrew Carnegie was a Scottish immigrant who rose from humble roots to become one of the most powerful and wealthy businessmen in the United States, with a steel empire that dwarfed all its competitors. Highlighting Carnegie's determination to succeed, author Zachary Kent shows how Carnegie, after becoming one of the wealthiest men in the world, gave away most of his fortune to philanthropic causes, building libraries and such famous landmarks as Carnegie Hall in New York City.

In the 1890s, the Carnegie Veterans Association began as a group of boyhood friends and older Andrew Carnegie steel partners united to share business ideas, but it evolved into a powerful secretive network in American business circles. By 1925, these Carnegie lieutenants controlled more than 60 percent of the country's industrial assets. Haunted by their past with Carnegie Steel, they demanded a new ethical relationship with labor and adopted a philanthropic philosophy of paternal capitalism, building libraries, churches, schools, and hospitals. Ultimately, their experiments in industrial democracy and "progressive industrialism" failed, but their efforts formed the root of future cooperative management and employee participation. This chronicle of the evolution and legacy of this influential association offers a new, more complex perspective on Carnegie and demonstrates how he and his lieutenants helped to shape America's view of capitalism.

Carnegie Hall is recognized worldwide, associated with the heights of artistic achievement and a multitude of famous performers. Yet its beginnings are not so well known. In 1887, a chance encounter on a steamship bound for Europe brought young conductor Walter Damrosch together with millionaire philanthropist Andrew Carnegie and his new wife, Louise. Their subsequent friendship led to the building of this groundbreaking concert space. This book provides the first comprehensive account of the conception and building of Carnegie Hall, which culminated in a five-day opening festival in May 1891, featuring spectacular music, a host of performers and Tchaikovsky as a special guest conductor.

Andrew Carnegie (1835–1919) has long been known as a leading American industrialist, a man of great wealth and great philanthropy. What is not as well known is that he was actively involved in Anglo-American politics and tried to promote a closer relationship between his native Britain and the United States. To that end, Carnegie published Triumphant Democracy in 1886, in which he proposed the American federal republic as a model for solving Britain's unsettling problems. On the basis of his own experience, Carnegie argued that America was a much-improved Britain and that the British monarchy could best overcome its social and political turbulence by following the democratic American model. He expressed a growing belief that the antagonism between the two nations should be supplanted by rapprochement. A. S. Eisenstadt offers an in-depth analysis of Triumphant Democracy, illustrating its importance and illuminating the larger current of British-American politics between the American Revolution and World War I and the fascinating exchange about the virtues and defects of the two nations.

This is the autobiography by the richest man of his time, after Rockfeller, who donated most of his fortune to establish schools and universities in many countries.

Andrew Carnegie (1835–1922) was a mass of contradictions: a radical Chartist who became a rabid capitalist, an idealist who was also a profound cynic, a committed pacifist who also played a crucial role in the opening part of the American Civil War, and a ladies’ man who had to wait until his fifties (after his domineering mother died) before forming a meaningful relationship with a woman. From bobbin boy in a Pittsburgh factory he progressed to messenger boy, telegraphist and railway superintendent. His meteoric rise owed much to his boss, Thomas Scott, who also cut the young Carnegie in on his first lucrative share deal. The youth who earned thirty-five dollars a month was on the road to his first million within a year or two, and he never looked back. Speculation in rolling-stock and railways, the nascent oil industry, iron and, above all, steel made Carnegie the richest man in the world. Along the way he created fortunes for many others, but trampled on friend and foe alike in his relentless pursuit of money. Then, the man who amassed the largest fortune in the world proceeded to give most of it away. From free libraries to world peace, the Carnegie millions were pumped into a host of worthy causes. The Peace Palace at the Hague is the lasting legacy of this global philanthropy; but Carnegie’s faith in the Kaiser to achieve world peace was shattered by the outbreak of the First World War, and it was a setback from which he never recovered. This candid and penetrating biography follows Carnegie from his humble birthplace in Dunfermline to the squalor of Allegheny City and Pittsburgh in the 1840s, and charts his dramatic rise to fame and fortune. Set against the contrasting backdrops of radical Scotland and America during the most turbulent phase of its development, Little Boss is the definitive story of one of the world’s greatest captains of industry.

This Carnegie volume discusses the origin and evolution of elements in our galaxy and others.

Within the broader study of decision-making, the Carnegie perspective occupies a unique place. Initially developed by pioneering scholars such as Herbert Simon and James March, it views organizational decisions as resulting from the combined influences of a.) psychological processes of attention allocation, interpretation of experience, and motivated search, and b.) features of the organizational context that direct attention, influence preferences, contend with ambiguity, contain conflict, and divide labor. Despite its unique strengths and a considerable body of work (see below some foundational references), research that adopts the Carnegie perspective is still relatively unknown outside the field of organization studies. As James March noted, Carnegie has been primarily an importer of ideas, rather than an exporter. The goal of this research topic is to facilitate dialogue and integration between this well-established Carnegie perspective and other lines of inquiry into the study of decision making and problem solving. We are interested in bringing to the fore what is distinctive in the accumulated body of evidence produced by the Carnegie perspective and highlighting similarities, differences, and potential points of connection with other research done on similar topics. To achieve this goal, we hope that the front end of each submission will cover the following four components: