Browsing by Subject "textiles"

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Is It Possible for Fast Fashion to be Environmentally Sustainable?
(2023-04) Bartol, Lindsay
Fast fashion has been proven to have detrimental effects on the environment, largely in terms of carbon emissions, water usage, harmful chemicals, and textile waste. However, despite growing awareness of the negative impacts, consumer purchasing behavior is not shifting away from fast fashion in the near future. In result, it is important to evaluate whether or not fast fashion itself can become more environmentally sustainable. To evaluate ability of fast fashion to be environmentally sustainable, I outlined the current effects of fast fashion before summarizing what an ideal sustainable fashion economy would look like. Then, I defined what it means to be environmentally sustainable in the context of this paper in terms of carbon emissions, water usage, and harmful chemicals. After that, I researched what innovations are currently available that can be applied to the fast fashion business model to make it more environmentally sustainable. Finally, I evaluated whether or not these innovations have the ability to make fast fashion into a sustainable business model. In conclusion, I found that fast fashion has the potential to become environmentally sustainable in terms of carbon emissions and water usage, reducing impact by 79.1% and 29.6%, respectively. Additionally, at least 81% of harmful chemicals can be eliminated. Further considerations that should be taken into account when considering sustainability as a whole include other environmental factors such as plastic waste and impact on biodiversity as well as non-environmental factors such as animal welfare and treatment of workers in the supply chain.
Last breath, first pulse: an experiment in modernization, Lowell, Massachusetts, 1823 - 1857
(2009-12) Brennan, Robert Daniel; Davies, Christopher S. (Christopher Shane); Butzer, Karl; Doolittle, William; Hoelscher, Steven; Mullin, John R.
On September 1, 1823, the Merrimack Manufacturing Company commenced operations, the first of many textile mills constructed and operated by the Boston Company (colloquially referred to as the Boston Associates). The burgeoning mill complex, the first large-scale industrial development in the United States was incorporated as the town of Lowell in 1826. While the Boston Associates realized monetary profit from the mills, the Associate’s primary motivation for building and operating the textile mills was a desire to perpetuate their vision of the Puritan’s Social Covenant. The Associates achieved their goal in the short term. However, over the long-term, the sheer scale and new management style of the Lowell mills catalyzed the modernization of New England and sublimated the very social and economic conventions the Social Covenant sought to reinforce. In the 19th century the Puritan Social Covenant, part of the American narrative from its earliest years, validated the virtues of community and industry. Already wealthy and spurning other potentially more lucrative investment opportunities Francis C. Lowell and other members of the Boston Associates used the textile mills to inculcate and strengthen the Social Covenant’s precepts among their mill operatives. In the 1840s, the Lowell mills, needing to fill empty mill positions, began to hire Irish immigrants. The introduction of the Irish to the mills immediately created an atmosphere of friction among the predominantly Yankee work force. The later introduction of French-Canadians to the Lowell mills only served to create additional tension. Mill owners found themselves refereeing interminable arguments regarding different and divergent interpretations of social values and personal responsibilities. In the late 1850s, mill owners and mill workers came to the same conclusion: social obligations mattered less than solid financial resources and a wide range of freedom. Mill owners jettisoned their self-imposed responsibilities; employees “turned out” for higher wages and, when unsuccessful, migrated westward. The Lowell mill complex, originally conceived as a means to preserve a traditional, tight-knit social order and an ethic of personal responsibility among a demographically homogeneous population, found itself a large, demographically heterogeneous city embracing and encouraging change.
Pyramid Patterns
(The Texas Scientist, 2018) The Texas Scientist
Texas Business Review, August 1940
(Bureau of Business Research, The University of Texas at Austin, 1940-08) Bureau of Business Research
Texas Business Review, August 1941
(Bureau of Business Research, The University of Texas at Austin, 1941-08) Bureau of Business Research
Texas Business Review, December 1969
(Bureau of Business Research, The University of Texas at Austin, 1969-12) Williamson, Robert B.; Harris, William F.; Jones, Joe H.
Texas Business Review, July 1941
(Bureau of Business Research, The University of Texas at Austin, 1941-07) Buechel, F.A.; Bureau of Business Research
Texas Business Review, July 1954
(Bureau of Business Research, The University of Texas at Austin, 1954-07) The University of Texas at Austin
Texas Business Review, November 1940
(Bureau of Business Research, The University of Texas at Austin, 1940-11) Buechel, F. A.; Irons, Watrous H.; Johnson, Elmer H.; Cox, A. B.