2009
DOI: 10.1111/j.1468-2281.2009.00493.x
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Faith in the factory: the Church of Scotland's industrial mission, 1942-58

Abstract: This article interprets the Church of Scotland's post-war industrial mission project as a deliberate attempt to relate constructively with the changing social world. The analysis places this case study in the wider context of industrial mission experiments in France, England and Germany. Although the scheme was less radical than its European counterparts, this article suggests that it was more widely represented in Scottish workplaces and better integrated into the structures of the mainstream church. This com… Show more

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Cited by 17 publications
(1 citation statement)
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“…In for-profit settings, less is known about how chaplains get access and consider their roles even though they have long histories in the settings. Chaplains worked for the East India Company (O'Connor 2012), as industrial chaplains in both the United Kingdom and the United States (Andersen 1980;Bell 2006;McFarland 2010a, 2010b;McFarland and Johnston 2010;Michelson 2006), and as worker-priests closely aligned with trade unions, especially in 1960s (Arnal 1986;Fisher 2009;Heideman 1967;MacNair 1963). Chaplains in these settings frequently balanced tensions between workers and management as their presence relied on permission from management yet it was management and organizational practices they frequently sought to transform (Bell 2006).…”
Section: Introductionmentioning
confidence: 99%
“…In for-profit settings, less is known about how chaplains get access and consider their roles even though they have long histories in the settings. Chaplains worked for the East India Company (O'Connor 2012), as industrial chaplains in both the United Kingdom and the United States (Andersen 1980;Bell 2006;McFarland 2010a, 2010b;McFarland and Johnston 2010;Michelson 2006), and as worker-priests closely aligned with trade unions, especially in 1960s (Arnal 1986;Fisher 2009;Heideman 1967;MacNair 1963). Chaplains in these settings frequently balanced tensions between workers and management as their presence relied on permission from management yet it was management and organizational practices they frequently sought to transform (Bell 2006).…”
Section: Introductionmentioning
confidence: 99%