Drawing upon case studies of the steel industry in the US, Japan, South Korea, Brazil and India, this book explains how and why the steel industry has shifted from advanced capitalist countries to late industrializing countries. Anthony P. D'Costa examines the relationship between industrial change and institutional responses to technological diffu
Between 1992 and 2000, US exports rose by 55 percent. By the year 2000, trade summed to 26 percent of US GDP, and the United States imported almost two-thirds of its oil and was the world's largest host country for foreign investors. America's interest in a more open and prosperous foreign market is now squarely economic. These case studies in multilateral trade policymaking and dispute settlement explore the changing substance of trade agreements and also delve into the negotiation process--the who, how, and why of decision making. These books present a coherent description of the facts that will allow for discussion and independent conclusions about policies, politics, and processes. Volume 2 presents five cases on trade negotiations that have had important effects on trade policy rulemaking, as well as an analytic framework for evaluating these negotiations.
U.S. industry faced a gloomy outlook in the late 1980s. Then, industrial performance improved dramatically through the 1990s and appears pervasively brighter today. A look at any group of industries, however, reveals important differences in the factors behind the resurgenceâ€"in industry structure and strategy, research performance, and location of activitiesâ€"as well as similarities in the national policy environment, impact of information technology, and other factors. U.S. Industry in 2000 examines eleven key manufacturing and service industries and explores how they arrived at the present and what they face in the future. It assesses changing practices in research and innovation, technology adoption, and international operations. Industry analyses shed light on how science and technology are applied in the marketplace, how workers fare as jobs require greater knowledge, and how U.S. firms responded to their chief competitors in Europe and Asia. The book will be important to a wide range of readers with a stake in U.S. industrial performance: corporate executives, investors, labor representatives, faculty and students in business and economics, and public policymakers.
This book discusses three key aspects of business operations: sustainability, human factors, and smart manufacturing, which make up modern business. The authors share their experiences in the transformation of enterprises to Industry 4.0/5.0 and the sustainability of steel production, as well as the reorganization of human factors using the example of the steel sector. The steel industry is covered both from a global perspective (key producers in the global steel market), as well as from a local and sectoral perspective (the companies that make up the sector of metal and metal product producers, using Poland as an example). This insightful book discusses how the steel industry can develop intelligent solutions to enhance sustainable performance and the challenges they must overcome, including policy and regulation. Case studies evaluate how steel companies are investing in new technologies that meet environmental requirements but also human resource development to enhance digital skills and competencies of the workforce. The book will find an audience across disciplines but be of particular value to scholars of industrial, operations, and technology management.
This interdisciplinary volume provides a critical and multi-disciplinary review of current manufacturing processes, practices, and policies, and broadens our understanding of production and innovation in the world economy. Chapters highlight how firms
"The little known story of perhaps the most productive Congress in US history, the First Federal Congress of 1789-1791. The First Congress was the most important in US history, says prizewinning author and historian Fergus Bordewich, because it established how our government would actually function. Had it failed--as many at the time feared it would--it's possible that the United States as we know it would not exist today. The Constitution was a broad set of principles. It was left to the members of the First Congress and President George Washington to create the machinery that would make the government work. Fortunately, James Madison, John Adams, Alexander Hamilton, and others less well known today, rose to the occasion. During two years of often fierce political struggle, they passed the first ten amendments to the Constitution; they resolved bitter regional rivalries to choose the site of the new national capital; they set in place the procedure for admitting new states to the union; and much more. But the First Congress also confronted some issues that remain to this day: the conflict between states' rights and the powers of national government; the proper balance between legislative and executive power; the respective roles of the federal and state judiciaries; and funding the central government. Other issues, such as slavery, would fester for decades before being resolved. The First Congress tells the dramatic story of the two remarkable years when Washington, Madison, and their dedicated colleagues struggled to successfully create our government, an achievement that has lasted to the present day."--Publisher website.
Cities in the North Atlantic coal and steel belt embodied industrial power in the early twentieth century, but by the 1970s, their economic and political might had been significantly diminished by newly industrializing regions in the Global South. This was not simply a North American phenomenon—the precipitous decline of mature steel centers like Pittsburgh, Pennsylvania, and Hamilton, Ontario, was a bellwether for similar cities around the world. Contemporary narratives of the decline of basic industry on both sides of the Atlantic make the postindustrial transformation of old manufacturing centers seem inevitable, the product of natural business cycles and neutral market forces. In Remaking the Rust Belt, Tracy Neumann tells a different story, one in which local political and business elites, drawing on a limited set of internationally circulating redevelopment models, pursued postindustrial urban visions. They hired the same consulting firms; shared ideas about urban revitalization on study tours, at conferences, and in the pages of professional journals; and began to plan cities oriented around services rather than manufacturing—all well in advance of the economic malaise of the 1970s. While postindustrialism remade cities, it came with high costs. In following this strategy, public officials sacrificed the well-being of large portions of their populations. Remaking the Rust Belt recounts how local leaders throughout the Rust Belt created the jobs, services, leisure activities, and cultural institutions that they believed would attract younger, educated, middle-class professionals. In the process, they abandoned social democratic goals and widened and deepened economic inequality among urban residents.
This book deals with the importance of ambidexterity in innovation activities and global strategies. Ambidextrous global strategy (AGS) is crucial for global firms in the turbulent twenty-first century. Here, AGS is defined as simultaneous achievements of global integration and local adaptation, or responsiveness, through utilization of a firm’s core facilities and organizational capabilities. To illustrate the specific implementation mechanism, a framework of AGS with global market strategy and organizational capability is shown for the purpose of analysis. There is also a focus on effective ambidextrous business strategies for the digital transformation era. Distinctive features of the book include, first, a framework of ambidextrous innovation and AGS. Second, there are analyses of examples of many industries to implement ambidexterity strategies, including Korean shipbuilding firms, Korean and Japanese steel firms, LCD panel flat-glass manufacturers, Japan’s trucking industry, agricultural corporations, and other Japanese manufacturing firms. Finally, the book focuses on effective ambidextrous business strategies for the digital transformation era with the integration of open and closed innovation. The book presents specific business strategies for survival in the digital transformation era and then suggests an architectural analysis using artificial intelligence (AI) for the realization of AGS. The target readership is made up of academics, students, and practitioners in the areas of global management, organizational theory, and strategic management. Especially for those readers, the book clarifies the critical practices and business strategies of innovative global firms in the era of digital transformation.
First published in 1998, the objective of this book is to provide a detailed examination of steel production, consumption and trade in East Asia. Specifically, it addresses steel trade and investment environment in East Asia and forecasts steel price movement in the future. In addition, a major focus in this book is the investigation of the metals industry in China, Asia's emerging steel giant. Finally, one chapter of the book also documents the resource sector in Western Australia, one of the world's major sources of iron ore. Rapid economic growth over the past decade has significantly changed the gravity of Asia in the world economy. This trend has particularly been strengthened by the awakening giant, China, whose economy has been growing continuously at a two-digital rate since the late 1970's. Asian countries together have now consumed as much as steel as the developed economies. As a result, Asia as a region has become the key to the expansion of the global steel industry in the future.
