From its inception as a nation in 1789, the United States has engaged in an environmental diplomacy that has included attempts to gain control of resources, as well as formal diplomatic efforts to regulate the use of resources shared with other nations and peoples. American environmental diplomacy has sought to gain control of natural resources, to conserve those resources for the future, and to protect environmental amenities from destruction. As an acquirer of natural resources, the United States has focused on arable land as well as on ocean fisheries, although around 1900, the focus on ocean fisheries turned into a desire to conserve marine resources from unregulated harvesting. The main 20th-century U.S. goal was to extend beyond its borders its Progressive-era desire to utilize resources efficiently, meaning the greatest good for the greatest number for the longest time. For most of the 20th century, the United States was the leader in promoting global environmental protection through the best science, especially emphasizing wildlife. Near the end of the century, U.S. government science policy was increasingly out of step with global environmental thinking, and the United States often found itself on the outside. Most notably, the attempts to address climate change moved ahead with almost every country in the world except the United States. While a few monographs focus squarely on environmental diplomacy, it is safe to say that historians have not come close to tapping the potential of the intersection of the environmental and diplomatic history of the United States.
Chinese migrants, through taking part in the extraction of natural resources, played a key role in the economic and environmental transformation of the American West in the late 19th through early 20th centuries. The desire to mine gold in California, in combination with domestic unrest within southeastern China, prompted the first mass migration of Chinese to the United States in the 1850s. While some Chinese migrants continued to mine for gold long after other independent prospectors had given up, the vast majority of Chinese migrants transitioned into wage laborers who worked for larger mining corporations or for other companies seeking to capitalize on the vast natural resources the American West had to offer. Throughout the second half of the 19th century, Chinese men became important producers in logging, fishing, and canning, and mining even beyond gold. They often brought their own knowledge and technologies with them into these jobs. Despite their organization into “gang labor” and strong community and transnational ties, Chinese workers became an exploited laboring class that was soon targeted by working-class Whites and others who perceived themselves to be in competition with Chinese workers for these jobs. The resulting exclusionary policies had a significant effect, and Japanese, Korean, Mexican, and Filipino labor gradually displaced Chinese as the dominant labor force supporting environmental and economic change in the American West.
Company towns can be defined as communities dominated by a single company, typically focused on one industry. Beyond that very basic definition, company towns varied in their essentials. Some were purpose-built by companies, often in remote areas convenient to needed natural resources. There, workers were often required to live in company-owned housing as a condition of employment. Others began as small towns with privately owned housing, usually expanding alongside a growing hometown corporation. Residences were shoddy in some company towns. In others, company-built housing may have been excellent, with indoor plumbing and central heating, and located close to such amenities as schools, libraries, perhaps even theaters. Company towns played a key role in US economic and social development. Such places can be found across the globe, but America’s vast expanse of undeveloped land, generous stock of natural resources, tradition of social experimentation, and laissez-faire attitude toward business provided singular opportunities for the emergence of such towns, large and small, in many regions of the United States. Historians have identified as many as 2,500 such places. A tour of company towns can serve as a survey of the country’s industrial development, from the first large-scale planned industrial community—the textile town of Lowell, Massachusetts—to Appalachian mining villages, Western lumber towns, and steelmaking principalities such as the mammoth development at Gary, Indiana. More recent office-park and high-tech industrial-park complexes probably do not qualify as company towns, although they have some similar attributes. Nor do such planned towns as Disney Corporation’s Celebration, Florida, qualify, despite close ties to a single corporation, because its residents do not necessarily work for Disney. Company towns have generally tended toward one of two models. First, and perhaps most familiar, are total institutions—communities where one business exerts a Big Brother–ish grip over the population, controlling or even taking the place of government, collecting rent on company-owned housing, dictating buying habits (possibly at the company store), and even directing where people worship and how they may spend their leisure time. A second form consists of model towns—planned, ideal communities backed by companies that promised to share their bounty with workers and families. Several such places were carefully put together by experienced architects and urban planners. Such model company towns were marked by a paternalistic, watchful attitude toward the citizenry on the part of the company overlords.