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• W215309110 abstract "Executive Summary Historians have judged Samuel harshly for his late adoption of power loom in early 19th Century U.S. Cotton Industry. This research takes a step in redeeming by finding that late adoption was historically reasonable given his business strategy and particular circumstances. However, sometimes new that are not initially appropriate for one's strategy can later develop to become appropriate. By then, new competitors who initially exploited these in emerging market niches may have gotten an insurmountable lead. Managers must be vigilant for these potential disruptive technologies (Clayton Christensen, 1997) and start new and separate ventures if need be. Technology Lessons from Samuel Slater's Delayed Adoption of Power Loom In today's business culture there appears to be a pro-technology bias that attributes vision and daring to early adopters of new technology. Late adopters are seen as conservative, risk averse, and lacking vision and Such a bias also appears to permeate recording of historical events. Are late adopters really less worthy or do they sometimes face different circumstances that make late adoption quite rational? The adoption of power loom in 19th century New England cotton manufacturing affords such an example. For their founding of Boston Manufacturing Company in Waltham, Massachusetts around a new manufacturing technology, power loom, Lowell and his two partners are described as vigorous, keen, imaginative,... willing to take risks,... and fathers of American big business(Ware, 1931, p. 61). For his delay in adopting power loom, and despite his unquestionable success in cotton industry, Samuel is described by scholars as the most tenacious supporter of old form (Ware, 1931, p. 74) and as suffering from entrepreneurial conservatism (Tucker, 1984, p. 123). Ware (1931, p. 60) refers to mill owners who followed model as having a serious handicap of limited imagination. Bagnall characterizes Slater's initial rejection of power loom as undue conservatism (Bagnall, 1971, p. 399). Was Samuel Slater, man who started cotton cloth industry in U.S., really this unimaginative? Or did circumstances make his late adoption quite rational? By critically addressing this question, this paper will shed new light on Slater's place in recorded history as well as illustrate issues of technology adoption that are relevant to today's managers. Background information is presented first, followed by arguments for and against early adoption of power loom by Samuel Slater. The paper ends with discussion, implications for managers, and conclusion. Background Slater-Type Mills Samuel Slater, along with William Almy and Smith Brown, are credited with starting cotton manufacturing industry in New England by building earliest successful spinning mill at Pawtucket, Rhode Island, in 1791. The success of this mill over earlier attempts (such as Beverly Cotton Manufactory in Massachusetts) was due to replication by of Arkwright spinning frame1. had complete charge of mill while merchants Almy and Brown marketed spun cotton yarn (Chandler, 1985). Many mills followed directly from this first mill, started either by and/or Almy and Brown, or by former employees who used knowledge of spuming frame gained while working for to start their own mills (Walton, 1912). Within three years of Slater's first mill, ten had been built in Rhode Island. By 1809, 87 Slater-type cotton mills had been built in U.S., predominately hi New England (Walton, 1912). These mills constituted what is referred to as Slater System(Tucker, 1984, p. 99). They were small scale relative to later integrated spuming and weaving mills such as mill in Waltham, Massachusetts, and confined themselves to spinning of fine cotton yarn, thread, and twine. …" @default.
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• W215309110 date "2005-01-01" @default.
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• W215309110 title "Technology Lessons from Samuel Slater's Delayed Adoption of the Power Loom" @default.
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