This book tackles the history of the Swiss watch industry in a global perspective: it gives particular attention to rival nations such as the United Kingdom, the USA and Japan. The author demonstrates how Swiss watchmakers succeeded in facing various challenges: the industrialization of production at the end of the 19th century, the delocalization of production in the interwar years and globalization since the 1960's. These challenges helped Switzerland to maintain and strengthen its position as a leader on the world market. This study shows how innovation and new technologies, the industrial policy of the Swiss authorities, the industrial district organization and the relations with trade unions explain the worldwide success of the Swiss watch industry.

This book offers a detailed and full analysis of the strategy which enabled the Swatch Group to establish itself on the world market. In particular, it tackles the issues of production restructuring, with the opening of subsidiaries in Asia, and the implementation of a new marketing strategy, characterized by the move towards luxury.

This survey of the rise and decline of English watchmaking fills a gap in the historiography of British industry. Clerkenwell in London was supplied with 'rough movements' from Prescot, 200 miles away in Lancashire. Smaller watchmaking hubs later emerged in Coventry, Liverpool, and Birmingham. The English industry led European watchmaking in the late eighteenth century in output, and its lucrative export markets extended to the Ottoman Empire and China. It also made marine chronometers, the most complex of hand-crafted pre-industrial mechanisms, crucially important to the later hegemony of Britain’s navy and merchant marine. Although Britain was the 'workshop of the world', its watchmaking industry declined. Why? First, because cheap Swiss watches were smuggled into British markets. Later, in the era of Free Trade, they were joined by machine-made watches from factories in America, enabled by the successful application to watch production of the 'American system' in Waltham, Massachusetts after 1858. The Swiss watch industry adapted itself appropriately, expanded, and reasserted its lead in the world’s markets. English watchmaking did not: its trajectory foreshadowed and was later followed by other once-prominent British industries. Clerkenwell retained its pre-industrial production methods. Other modernization attempts in Britain had limited success or failed.

A General History of Horology describes instruments used for the finding and measurement of time from Antiquity to the 21st century. In geographical scope it ranges from East Asia to the Americas. The instruments described are set in their technical and social contexts, and there is also discussion of the literature, the historiography and the collecting of the subject. The book features the use of case studies to represent larger topics that cannot be completely covered in a single book. The international body of authors have endeavoured to offer a fully world-wide survey accessible to students, historians, collectors, and the general reader, based on a firm understanding of the technical basis of the subject. At the same time as the work offers a synthesis of current knowledge of the subject, it also incorporates the results of some fundamental, new and original research.

Since the large-scale manufacture of personal timepieces began, industry leadership has shifted among widely disparate locations, production systems, and cultures. This book recounts the story of the quest for supremacy in the manufacture of watches--from the cottage industries of Britain; to the preeminence of Switzerland and, later, the United States; to the high-tech plants of Japan and the sweatshops of Hong Kong. Glasmeier examines both the strategies adopted by specific firms and the interplay of such varying influences as technological change, cyclical economic downturns, war, and national trade policies. In so doing, she delineates a cohesive framework within which to address such broader questions as how sustained regional economic development takes place (or starts and then stops); how decisions made by corporations are structured by internal and external forces; and the ways industrial cultures with different strategic learning capabilities facilitate or thwart the pursuit of technological change.