Word: ownership
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Dates: during 1940-1949
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...fine hands of the potent labor lobby and the equally powerful shipping bloc can be seen in the two-way squeeze applied to the Merchant Navy idea (abandoned in the first year of the war), government control over personnel training (abandoned for a joint government-union program) and public ownership of the ships, themselves. This last phase of the "planned" wartime program gave way to a tangled arrangement whereby Liberties and later Victory ships were chartered to private shipping firms as a prelude to eventual purchase...
...committee's criterion of a satisfactory answer was that the U.S. should never again be caught as desperately short of rubber as it was in World War II. For the sake of efficiency the committee ruled out Government ownership; proposed sale of the "basic" butadiene and copolymer plants to private industry. These are the main lot of low-cost producing units with a capacity of 450,000 tons a year, about two-thirds prewar U.S. rubber consumption. "Fringe" plants (not planned as permanent) are already being disposed...
Then a drive was begun to declare federal sovereignty and ownership over the submerged lands. Partly it was inspired by would-be claim-jumpers who saw a chance to muscle in on a gusher of oil and dollars. Partly it was the work of the Navy which wanted to have a great reserve of oil set aside for war. The claim-seekers and the Navy soon had "Honest Harold" on their side, for whatever that might be worth. In dealing with congressional committees, it was not much...
Eight. Eight is glad to be alive, zealous in exploring the unfamiliar, extravagant in speech and action. He does everything too fast, from bolting his food to racing through his piano lessons. He is also a man of property, with a lively sense of money and ownership. Eight knows he is growing up, often listens closely when adults talk to each other so he can figure out what makes them tick...
...pattern with nine fabric manufacturers.* The proposed combine would put 28 mills under one management, give the company the industry's biggest capitalization: $75 million. The fabric would be loosely woven, with each company keeping its present management and operating as a division of Stevens. Biggest advantage: common ownership of mills making rayon, cotton and woolen fabrics, as a hedge against a collapse in the market of any one of the fabrics...