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After 1600, English emigration became one of Europe's most significant population movements. Yet compared to what has been written about the migration of Scots and Irish, relatively little energy has been expended on the numerically more significant English flows. Whilst the Scottish, Irish, German, Italian, Jewish and Black Diasporas are well known and much studied, there is virtual silence on the English. Why, then, is there no English Diaspora? Why has little been said about the English other than to map their main emigration flows? Did the English simply disappear into the host population? Or were they so fundamental, and foundational, to the Anglophone, Protestant cultures of the evolving British World that they could not be distinguished in the way Catholic Irish or continental Europeans were? With contributions from the UK, Europe North America and Australasia that examine themes as wide–ranging as Yorkshire societies in New Zealand and St George's societies in Montreal, to Anglo–Saxonism in the Atlantic World and the English Diaspora of the sixteenth century, this collection explores these and related key issues about the nature and character of English identity during the creation of the cultures of the wider British World. It does not do so uncritically. Several of the authors deal with and accept the invisibility of the English, while others take the opposite view. The result is a collection that combines reaffirmations of some existing ideas with empirical research, and new conceptualisations.

In 1780 Richard Sheridan noted that merchants worked ‘merely for money.’ Rather than being a criticism, this was recognition of the important commercial role that merchants played in the British empire at this time. Of course, merchants desired and often made profits, but they were bound by commonly-understood socio-cultural norms which formed a private-order institution of a robust business culture. To elucidate this business culture, this book examines the themes of risk, trust, reputation, obligation, networks and crises to demonstrate how contemporary merchants perceived and dealt with one another and managed their businesses. Merchants were able to take risks and build trust, but concerns about reputation and fulfilling obligations constrained economic opportunism. By relating these themes to primary sources from ports around the British-Atlantic world, this book provides a more nuanced understanding of business culture during this period. A theme which runs throughout the book is the mercantile community as a whole and its relationship with the state. This was an important element in the British business culture of this period, although this relationship came under stress towards the end of period, forming a crisis in itself. This book argues that the business culture of the British-Atlantic mercantile community not only facilitated the conduct of day-to-day business, but also helped it to cope with short-term crises and long-term changes. This facilitated the success of the British-Atlantic economy even within the context of changing geo-politics and an under-institutionalised environment. Not working ‘merely for money’ was a successful business model.

The firm of Cammell Laird originated in a boiler works in 1824 before growing and diversifying to become one of a small number of companies worldwide which could build, armour, and arm the largest warships from the operations of a single company group. After World War I, it was reconstructed as a naval and mercantile shipbuilder with important financial interests in steel and rolling stock manufacture. Booming activity in World War II and continuing prosperity until the late 1950s was followed by increasing competition and deepening problems. By the 1980s the firm's remaining steel interests had failed; in 1993 the once great Birkenhead shipyard closed. How and why did the businesses grow, then experience such problems and eventually collapse? This book tries to find answers to these questions.

This book charts the development of Liverpool's trade, shipping, and business culture in the third quarter of the nineteenth century. Using previously neglected evidence, it assesses the causes and consequences of major changes in the port's economy, and considers the activities of the international trading community that had to work in this complex business environment. Shipowners and merchants confronted difficult choices, whether in adopting the new steamship technology, diversifying into new commodity trades, competing for government contracts, or managing their port through the elected Mersey Docks & Harbour Board.