Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0005
- Subject:
- Business and Management, Business History
The Serpell Report, Review of Railway Finances, published in January 1983 was the most important policy document of the decade to affect the railway industry. The ramifications of the report spread ...
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The Serpell Report, Review of Railway Finances, published in January 1983 was the most important policy document of the decade to affect the railway industry. The ramifications of the report spread far beyond a narrow definition of finance to encompass planning and long-term strategic objectives, government-railway relations, management structures, and costs. This chapter examines the antecedents to the appointment of the review committee in May 1982, and the implications of the report for future railway management.Less
The Serpell Report, Review of Railway Finances, published in January 1983 was the most important policy document of the decade to affect the railway industry. The ramifications of the report spread far beyond a narrow definition of finance to encompass planning and long-term strategic objectives, government-railway relations, management structures, and costs. This chapter examines the antecedents to the appointment of the review committee in May 1982, and the implications of the report for future railway management.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0001
- Subject:
- Business and Management, Business History
This introductory chapter presents an assessment of the British railway system under nationalization, public perceptions of rail transport, and the ‘political’ economy of the railways. Topics ...
More
This introductory chapter presents an assessment of the British railway system under nationalization, public perceptions of rail transport, and the ‘political’ economy of the railways. Topics discussed include the British Railways Board, the Railways Act 1974, and the difficulties of public sector management.Less
This introductory chapter presents an assessment of the British railway system under nationalization, public perceptions of rail transport, and the ‘political’ economy of the railways. Topics discussed include the British Railways Board, the Railways Act 1974, and the difficulties of public sector management.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.001.0001
- Subject:
- Business and Management, Business History
Britain's privatized railways continue to provoke debate about the organization, financing, and development of the railway system. This important book provides an authoritative account of the ...
More
Britain's privatized railways continue to provoke debate about the organization, financing, and development of the railway system. This important book provides an authoritative account of the progress made by British Rail prior to privatization, and a unique insight into its difficult role in the government's privatization planning from 1989. Based on free access to the British Railway Board's archives, the book provides an analysis of the main themes: a process of continuous organizational change; the existence of a persistent government audit; perennial investment restraints; the directive to reduce operating costs and improve productivity; a concern with financial performance, technological change, service quality, and the management of industrial relations; and the Board's ambiguous position as the Conservative government pressed home its privatization programme. The introduction of sector management from 1982 and the ‘Organizing for Quality’ initiative of the early 1990s, the Serpell Report on railway finances of 1983, the sale of the subsidiary businesses, the large-scale investment in the Channel Tunnel, and the obsession with safety which followed the Clapham accident of 1988, are all examined. In the conclusion, the book reviews the successes and failures of the public sector, rehearses the arguments for and against integration in the railway industry, and contrasts what many have termed ‘the golden age’ of the mid-late 1980s, when the British Rail-government relationship was arguably at its most effective, with what has happened since 1994.Less
Britain's privatized railways continue to provoke debate about the organization, financing, and development of the railway system. This important book provides an authoritative account of the progress made by British Rail prior to privatization, and a unique insight into its difficult role in the government's privatization planning from 1989. Based on free access to the British Railway Board's archives, the book provides an analysis of the main themes: a process of continuous organizational change; the existence of a persistent government audit; perennial investment restraints; the directive to reduce operating costs and improve productivity; a concern with financial performance, technological change, service quality, and the management of industrial relations; and the Board's ambiguous position as the Conservative government pressed home its privatization programme. The introduction of sector management from 1982 and the ‘Organizing for Quality’ initiative of the early 1990s, the Serpell Report on railway finances of 1983, the sale of the subsidiary businesses, the large-scale investment in the Channel Tunnel, and the obsession with safety which followed the Clapham accident of 1988, are all examined. In the conclusion, the book reviews the successes and failures of the public sector, rehearses the arguments for and against integration in the railway industry, and contrasts what many have termed ‘the golden age’ of the mid-late 1980s, when the British Rail-government relationship was arguably at its most effective, with what has happened since 1994.
Timothy Leunig
- Published in print:
- 2010
- Published Online:
- September 2010
- ISBN:
- 9780199573547
- eISBN:
- 9780191722677
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199573547.003.0009
- Subject:
- Business and Management, Public Management, Organization Studies
This chapter examines the performance of Britain's railways, as measured by the speed of travel. It looks at the post-1945 period and assesses not the overall gains in speed, but the distribution of ...
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This chapter examines the performance of Britain's railways, as measured by the speed of travel. It looks at the post-1945 period and assesses not the overall gains in speed, but the distribution of those gains across different routes. In short, the question the chapter asks is: did British Rail invest in the right lines? The chapter first demonstrates that there was considerable heterogeneity in the extent to which speeds improved on different lines. It then shows that this cannot be explained by ex ante and unalterable technical factors. Nor is it in line with an equality-based social welfare function, or obvious commercial criteria. Having shown that there is no compelling reason for what we observe, it is shown that different patterns of improvement were possible. It is argued that decisions on where to invest were made by British Rail management, before indicating that Government, acting in accordance with political incentives, could have produced a railway system that better met the needs of those who travelled on it.Less
This chapter examines the performance of Britain's railways, as measured by the speed of travel. It looks at the post-1945 period and assesses not the overall gains in speed, but the distribution of those gains across different routes. In short, the question the chapter asks is: did British Rail invest in the right lines? The chapter first demonstrates that there was considerable heterogeneity in the extent to which speeds improved on different lines. It then shows that this cannot be explained by ex ante and unalterable technical factors. Nor is it in line with an equality-based social welfare function, or obvious commercial criteria. Having shown that there is no compelling reason for what we observe, it is shown that different patterns of improvement were possible. It is argued that decisions on where to invest were made by British Rail management, before indicating that Government, acting in accordance with political incentives, could have produced a railway system that better met the needs of those who travelled on it.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0010
- Subject:
- Business and Management, Business History
This chapter discusses the increased attention on railway safety issues following the Clapham accident. Topics covered include the transformation of the safety culture, additional spending on safety, ...
More
This chapter discusses the increased attention on railway safety issues following the Clapham accident. Topics covered include the transformation of the safety culture, additional spending on safety, automatic train protection, and improvements in the safety record.Less
This chapter discusses the increased attention on railway safety issues following the Clapham accident. Topics covered include the transformation of the safety culture, additional spending on safety, automatic train protection, and improvements in the safety record.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0011
- Subject:
- Business and Management, Business History
This chapter examines the initial approach to rail privatization which developed in the 1980s, the Board's attempts to manage the railway in the face of uncertainty, and the impact of the decision of ...
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This chapter examines the initial approach to rail privatization which developed in the 1980s, the Board's attempts to manage the railway in the face of uncertainty, and the impact of the decision of proceed with privatization in the early 1990s. Topics discussed include the origins of the privatization thrust of the 1980s, the Board's position regarding privatization, and the re-emergence of the privatization issue in 1990.Less
This chapter examines the initial approach to rail privatization which developed in the 1980s, the Board's attempts to manage the railway in the face of uncertainty, and the impact of the decision of proceed with privatization in the early 1990s. Topics discussed include the origins of the privatization thrust of the 1980s, the Board's position regarding privatization, and the re-emergence of the privatization issue in 1990.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0012
- Subject:
- Business and Management, Business History
This chapter focuses on the reorganization of the British Railways Board to make way for privatization. Topics discussed include the new railway structure and the management of the restructuring ...
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This chapter focuses on the reorganization of the British Railways Board to make way for privatization. Topics discussed include the new railway structure and the management of the restructuring process. It is shown that the period 1992-4 was marked by disequilibrium and frenetic activity. Despite the Board's opposition to the government's chosen model for railway privatization, a group of key managers entered a period marked by extreme hard work with the aim of complying with imposed and tight deadlines.Less
This chapter focuses on the reorganization of the British Railways Board to make way for privatization. Topics discussed include the new railway structure and the management of the restructuring process. It is shown that the period 1992-4 was marked by disequilibrium and frenetic activity. Despite the Board's opposition to the government's chosen model for railway privatization, a group of key managers entered a period marked by extreme hard work with the aim of complying with imposed and tight deadlines.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0006
- Subject:
- Business and Management, Business History
This chapter focuses on the efforts of British Rail to address some of the major problems identified by the Serpell Review of Railway Finances. These include operating costs, the size of the network, ...
More
This chapter focuses on the efforts of British Rail to address some of the major problems identified by the Serpell Review of Railway Finances. These include operating costs, the size of the network, engineering costs, and investment.Less
This chapter focuses on the efforts of British Rail to address some of the major problems identified by the Serpell Review of Railway Finances. These include operating costs, the size of the network, engineering costs, and investment.
Rikkie Yeung
- Published in print:
- 2008
- Published Online:
- September 2011
- ISBN:
- 9789622098824
- eISBN:
- 9789882207196
- Item type:
- chapter
- Publisher:
- Hong Kong University Press
- DOI:
- 10.5790/hongkong/9789622098824.003.0012
- Subject:
- Economics and Finance, South and East Asia
On December 12, 2007, the history of Hong Kong railways turned to a new page. The operation of all railways systems was merged under MTRC Limited. The KCRC ceased to be a railway operator and was ...
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On December 12, 2007, the history of Hong Kong railways turned to a new page. The operation of all railways systems was merged under MTRC Limited. The KCRC ceased to be a railway operator and was restructured into a government entity holding the KCR railway assets. Today, the challenges for the MTRC are far more complex than they were in the 1970s. MTRC Limited is a listed company of mixed public-private ownership, mixed legal framework, mixed business dealings in railways and property development, and it is subject to conflicting objectives of public interest and private profit. It seeks to expand its railway networks and diversify business to a wide range of non-railway matters in Hong Kong as well as overseas where the political and policy environments are diverse. More problematically, a complete merger with the management of the KCRC would take a few years.Less
On December 12, 2007, the history of Hong Kong railways turned to a new page. The operation of all railways systems was merged under MTRC Limited. The KCRC ceased to be a railway operator and was restructured into a government entity holding the KCR railway assets. Today, the challenges for the MTRC are far more complex than they were in the 1970s. MTRC Limited is a listed company of mixed public-private ownership, mixed legal framework, mixed business dealings in railways and property development, and it is subject to conflicting objectives of public interest and private profit. It seeks to expand its railway networks and diversify business to a wide range of non-railway matters in Hong Kong as well as overseas where the political and policy environments are diverse. More problematically, a complete merger with the management of the KCRC would take a few years.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0013
- Subject:
- Business and Management, Business History
This chapter summarizes the main steps in the privatization of railways after 1994 and evaluates the performance of public sector management over twenty years of significant change. It is shown that ...
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This chapter summarizes the main steps in the privatization of railways after 1994 and evaluates the performance of public sector management over twenty years of significant change. It is shown that between 1974 and 1994, British Rail evolved from a rather unwieldy, monolithic structure into one that provided improved services, marketing, and customer care. British Rail's managers also worked to produce their own organizational solution for the industry.Less
This chapter summarizes the main steps in the privatization of railways after 1994 and evaluates the performance of public sector management over twenty years of significant change. It is shown that between 1974 and 1994, British Rail evolved from a rather unwieldy, monolithic structure into one that provided improved services, marketing, and customer care. British Rail's managers also worked to produce their own organizational solution for the industry.
Mark Casson
- Published in print:
- 2009
- Published Online:
- September 2009
- ISBN:
- 9780199213979
- eISBN:
- 9780191707469
- Item type:
- book
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199213979.001.0001
- Subject:
- Business and Management, Business History, Organization Studies
The British railway network was a monument to Victorian private enterprise. Its masterpieces of civil engineering were emulated around the world. But its performance was controversial: praised for ...
More
The British railway network was a monument to Victorian private enterprise. Its masterpieces of civil engineering were emulated around the world. But its performance was controversial: praised for promoting a high density of lines, it was also criticized for wasteful duplication of routes. This book provides a history of the railway system written from a modern economic perspective. Using counterfactual analysis, it reveals enormous inefficiency in the Victorian system. This inefficiency was due to weaknesses in regulation and defects in government policy. British railway companies developed into powerful regional monopolies, which then each invaded each other's territories. When denied access to existing lines in rival territories, they built duplicate lines instead. Plans for an integrated national system, sponsored by William Gladstone, were blocked by Members of Parliament because of a perceived conflict with the local interests they represented. Each town wanted more railways than its neighbours, and so too many lines were built. The costs of these surplus lines led ultimately to higher fares and freight charges, which impaired the performance of the economy. The outcome would have been far better if Gladstone's proposals had been implemented.Less
The British railway network was a monument to Victorian private enterprise. Its masterpieces of civil engineering were emulated around the world. But its performance was controversial: praised for promoting a high density of lines, it was also criticized for wasteful duplication of routes. This book provides a history of the railway system written from a modern economic perspective. Using counterfactual analysis, it reveals enormous inefficiency in the Victorian system. This inefficiency was due to weaknesses in regulation and defects in government policy. British railway companies developed into powerful regional monopolies, which then each invaded each other's territories. When denied access to existing lines in rival territories, they built duplicate lines instead. Plans for an integrated national system, sponsored by William Gladstone, were blocked by Members of Parliament because of a perceived conflict with the local interests they represented. Each town wanted more railways than its neighbours, and so too many lines were built. The costs of these surplus lines led ultimately to higher fares and freight charges, which impaired the performance of the economy. The outcome would have been far better if Gladstone's proposals had been implemented.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0004
- Subject:
- Business and Management, Business History
This chapter focuses on the advent of sector management in British Rail with the return to office of the Conservatives in 1979. Topics covered include the establishment of sector management during ...
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This chapter focuses on the advent of sector management in British Rail with the return to office of the Conservatives in 1979. Topics covered include the establishment of sector management during 1979-82, the development of sector management during 1982-5, the strengthening of both sector and sub-sector identities during 1986-9, and the achievements of sector management. It is shown that sector management helped British Rail modernize its organizational responses and subordinate operating and engineering considerations to the fundamentals of income and expenditure.Less
This chapter focuses on the advent of sector management in British Rail with the return to office of the Conservatives in 1979. Topics covered include the establishment of sector management during 1979-82, the development of sector management during 1982-5, the strengthening of both sector and sub-sector identities during 1986-9, and the achievements of sector management. It is shown that sector management helped British Rail modernize its organizational responses and subordinate operating and engineering considerations to the fundamentals of income and expenditure.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0007
- Subject:
- Business and Management, Business History
This chapter discusses the significance of the disposal of the British Railways Board's subsidiary businesses. These include British Transport Hotels, Sealink and the harbours, property portfolio, ...
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This chapter discusses the significance of the disposal of the British Railways Board's subsidiary businesses. These include British Transport Hotels, Sealink and the harbours, property portfolio, and catering and advertising businesses. The sale of assets provided cash to address British Rail's financial problems, particularly during the recession of the early 1980s. In the late 1980s, the disposals contributed to cash resources, thereby assisting in the Board's efforts to reduce PSO while financing investment without additional borrowing.Less
This chapter discusses the significance of the disposal of the British Railways Board's subsidiary businesses. These include British Transport Hotels, Sealink and the harbours, property portfolio, and catering and advertising businesses. The sale of assets provided cash to address British Rail's financial problems, particularly during the recession of the early 1980s. In the late 1980s, the disposals contributed to cash resources, thereby assisting in the Board's efforts to reduce PSO while financing investment without additional borrowing.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0008
- Subject:
- Business and Management, Business History
This chapter begins with a discussion of the British Railways Board's management changes and the political climate in which the board operated during the early 1990s. It then discusses the challenges ...
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This chapter begins with a discussion of the British Railways Board's management changes and the political climate in which the board operated during the early 1990s. It then discusses the challenges of the 1989-93 recession, efforts to maintain the quality of passenger services, passenger marketing and pricing, increased pressures on the Freight and Parcels business, productivity, and industrial relations in the early 1990s.Less
This chapter begins with a discussion of the British Railways Board's management changes and the political climate in which the board operated during the early 1990s. It then discusses the challenges of the 1989-93 recession, efforts to maintain the quality of passenger services, passenger marketing and pricing, increased pressures on the Freight and Parcels business, productivity, and industrial relations in the early 1990s.
Terry Gourvish
- Published in print:
- 2002
- Published Online:
- September 2007
- ISBN:
- 9780199250059
- eISBN:
- 9780191719516
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199250059.003.0009
- Subject:
- Business and Management, Business History
This chapter focuses on railway investments. Topics discussed include investment promotion, reduced investment spending in 1990, the need for project management and procurement, and investments on ...
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This chapter focuses on railway investments. Topics discussed include investment promotion, reduced investment spending in 1990, the need for project management and procurement, and investments on Channel Tunnel services and the High-Speed Rail Link.Less
This chapter focuses on railway investments. Topics discussed include investment promotion, reduced investment spending in 1990, the need for project management and procurement, and investments on Channel Tunnel services and the High-Speed Rail Link.
Mark Casson
- Published in print:
- 2009
- Published Online:
- September 2009
- ISBN:
- 9780199213979
- eISBN:
- 9780191707469
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199213979.003.0001
- Subject:
- Business and Management, Business History, Organization Studies
This chapter discusses controversies over the performance of the British railway system. It introduces a new source of evidence: the deposited plans of railway companies. This source is used to ...
More
This chapter discusses controversies over the performance of the British railway system. It introduces a new source of evidence: the deposited plans of railway companies. This source is used to construct a detailed counterfactual alternative to the actual network. The British railway network reached its peak about 1914, and so this is the date at which the networks are compared. The results of the comparison are summarized. The principal discrepancies between the actual and counterfactual networks are then explained in terms of regulatory failure.Less
This chapter discusses controversies over the performance of the British railway system. It introduces a new source of evidence: the deposited plans of railway companies. This source is used to construct a detailed counterfactual alternative to the actual network. The British railway network reached its peak about 1914, and so this is the date at which the networks are compared. The results of the comparison are summarized. The principal discrepancies between the actual and counterfactual networks are then explained in terms of regulatory failure.
Mark Casson
- Published in print:
- 2009
- Published Online:
- September 2009
- ISBN:
- 9780199213979
- eISBN:
- 9780191707469
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199213979.003.0002
- Subject:
- Business and Management, Business History, Organization Studies
This chapter argues that Victorian Britain was not so committed to laissez faire as some historians have suggested. Although railways were privately promoted they needed to be authorized individually ...
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This chapter argues that Victorian Britain was not so committed to laissez faire as some historians have suggested. Although railways were privately promoted they needed to be authorized individually by Local & Personal Acts of Parliament. Railways were only one of a number of innovative types of project promoted in Victorian Britain; others included ports and harbours, and gas, electricity, and water schemes. Railways connected mining and manufacturing districts to ports, and connected major towns and cities to London. Together with ocean shipping, they formed a crucial part of the steam-powered inter-modal international system of transport on which the British Empire was based.Less
This chapter argues that Victorian Britain was not so committed to laissez faire as some historians have suggested. Although railways were privately promoted they needed to be authorized individually by Local & Personal Acts of Parliament. Railways were only one of a number of innovative types of project promoted in Victorian Britain; others included ports and harbours, and gas, electricity, and water schemes. Railways connected mining and manufacturing districts to ports, and connected major towns and cities to London. Together with ocean shipping, they formed a crucial part of the steam-powered inter-modal international system of transport on which the British Empire was based.
Mark Casson
- Published in print:
- 2009
- Published Online:
- September 2009
- ISBN:
- 9780199213979
- eISBN:
- 9780191707469
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199213979.003.0003
- Subject:
- Business and Management, Business History, Organization Studies
The counterfactual railway system was constructed using nine heuristic principles. The most important was the Steiner Principle, which asserts that under certain conditions an optimal railway network ...
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The counterfactual railway system was constructed using nine heuristic principles. The most important was the Steiner Principle, which asserts that under certain conditions an optimal railway network is linked up by a set of spatially symmetric three-way hubs. The counterfactual network equals or exceeds the performance of the actual network according to various metrics. The counterfactual network achieves this performance with 13,000 route miles as compared to the 20,000 route miles of the actual system.Less
The counterfactual railway system was constructed using nine heuristic principles. The most important was the Steiner Principle, which asserts that under certain conditions an optimal railway network is linked up by a set of spatially symmetric three-way hubs. The counterfactual network equals or exceeds the performance of the actual network according to various metrics. The counterfactual network achieves this performance with 13,000 route miles as compared to the 20,000 route miles of the actual system.
Mark Casson
- Published in print:
- 2009
- Published Online:
- September 2009
- ISBN:
- 9780199213979
- eISBN:
- 9780191707469
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199213979.003.0004
- Subject:
- Business and Management, Business History, Organization Studies
A national railway system can be analyzed as a collection of regional sub-systems joined by an inter-regional trunk network. A major weakness of the British railway system, as developed in Victorian ...
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A national railway system can be analyzed as a collection of regional sub-systems joined by an inter-regional trunk network. A major weakness of the British railway system, as developed in Victorian Britain, was that it failed to generate coherent regional sub-systems. This was because most regions were served both by an established company and a competitive invader. Each company operated its own network and the established company sought to inhibit the interchange of traffic between them. Thus, although competition at the regional level produced a relatively high density of lines, duplication was rife and network connectivity was poor.Less
A national railway system can be analyzed as a collection of regional sub-systems joined by an inter-regional trunk network. A major weakness of the British railway system, as developed in Victorian Britain, was that it failed to generate coherent regional sub-systems. This was because most regions were served both by an established company and a competitive invader. Each company operated its own network and the established company sought to inhibit the interchange of traffic between them. Thus, although competition at the regional level produced a relatively high density of lines, duplication was rife and network connectivity was poor.
Mark Casson
- Published in print:
- 2009
- Published Online:
- September 2009
- ISBN:
- 9780199213979
- eISBN:
- 9780191707469
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199213979.003.0005
- Subject:
- Business and Management, Business History, Organization Studies
There were over 1,000 route miles of jointly-owned track on the British railways system, and several joint stations too. Joint ownership did not imply co-operation, however. Joint lines often marked ...
More
There were over 1,000 route miles of jointly-owned track on the British railways system, and several joint stations too. Joint ownership did not imply co-operation, however. Joint lines often marked the boundaries between the territories of hostile companies, or represented a truce in which an invader got so far, but no further, in entering a rival's territory. Co-operation, when it did occur, was usually focused on joining Iforces to reduce the cost of an invasion of the territory of a common rival. The main exceptions were joint lines used for freight distribution in major urban areas, or far access to mines and coalfields; joint lines in coalfields were a relatively late development, however.Less
There were over 1,000 route miles of jointly-owned track on the British railways system, and several joint stations too. Joint ownership did not imply co-operation, however. Joint lines often marked the boundaries between the territories of hostile companies, or represented a truce in which an invader got so far, but no further, in entering a rival's territory. Co-operation, when it did occur, was usually focused on joining Iforces to reduce the cost of an invasion of the territory of a common rival. The main exceptions were joint lines used for freight distribution in major urban areas, or far access to mines and coalfields; joint lines in coalfields were a relatively late development, however.
