Steel companies were at the birth of the modern business corporation. The first billion dollar corporation ever formed was U.S. Steel in 1901. By the mid-twentieth century the steel mill and the automobile plant were the two pillars upon which the twentieth century industrial economy rested. Given the scale of capital and operations, vertical integration was seen to be pivotal, from the raw materials of iron ore and coal on one end of the supply chain to the myriad of finished products on the other. By the end of the twentieth century, however, things had dramatically changed. Take a look inside for a brilliant and concise history of the steel industry. The author has put together a true presentation of the economics of the industry, with an overview of how the industry operates and the environment in which it operates. This book includes a detailed discussion of the regulation of the industry; a documentation of the reasons why a rejuvenated steel industry will be critical to the economic health of the United States and Canada; and a rationale for the reemergence of the steel industry in particular, and manufacturing in general, as a vital force in the North American economy of the new millennium. It was widely perceived that the United States was moving from an industrial age into an information age, driven by high technology. That process is now being reversed. The steel industry has continuously been forced to remake itself, and this book describes those developments and dynamics.

Originally published in 1989. The international steel industry suffered a major decline after the onset of world recession in 1973, perhaps suffering more plant closures and job losses than any other sector. This book analyses the decline, surveying the various factors which have contributed to it, such as changing production strategies, changes in demand and world trade and changing regional production trends. It goes on to examine the impact of decline on steel-making communities, considering the various local, national and international initiatives to assist the affected areas and the way these initiatives have been devised and implemented. The authors conclude that none of these policies has satisfactorily resolved the crisis in the old steel producing areas and that a major crisis in these areas continues. Finally they discuss the social and political options open to these localities for the future.

Northeast Asian steel industries have developed global production networks, but by spanning multiple national spaces, these networks unite many national economies while belonging exclusively to none. Who, therefore, is in control? Jeffrey D. Wilson examines how states and firms coordinate their activities to govern global production.

'Tiffany shows that American decision makers who ignore the past are likely to jeopardize America's future. So persuasive is his account of the historical antagonism between steel management, labor and government that advocates of industrial policy will have to reconsider the premise of cooperation on which it is based.

At its formation in 1901, the United States Steel Corporation was the earth's biggest industrial corporation, a wonder of the manufacturing world. Immediately it produced two thirds of America's raw steel and thirty percent of the steel made worldwide. The behemoth company would go on to support the manufacturing superstructure of practically every other industry in America. It would create and sustain the economies of many industrial communities, especially Pittsburgh, employing more than a million people over the course of the century. A hundred years later, the U.S. Steel Group of USX makes scarcely ten percent of the steel in the United States and just over one and a half percent of global output. Far from the biggest, the company is now considered the most efficient steel producer in the world. What happened between then and now, and why, is the subject of Big Steel, the first comprehensive history of the company at the center of America's twentieth-century industrial life.Granted privileged and unprecedented access to the U.S. Steel archives, Kenneth Warren has sifted through a long, complex business history to tell a compelling story. Its preeminent size was supposed to confer many advantages to U.S. Steel—economies of scale, monopolies of talent, etc. Yet in practice, many of those advantages proved illusory. Warren shows how, even in its early years, the company was out-maneuvered by smaller competitors and how, over the century, U.S. Steel's share of the industry, by every measure, steadily declined. Warren's subtle analysis of years of internal decision making reveals that the company's size and clumsy hierarchical structure made it uniquely difficult to direct and manage. He profiles the chairmen who grappled with this "lumbering giant," paying particular attention to those who long ago created its enduring corporate culture—Charles M. Schwab, Elbert H. Gary, and Myron C. Taylor.Warren points to the way U.S. Steel's dominating size exposed it to public scrutiny and government oversight—a cautionary force. He analyzes the ways that labor relations affected company management and strategy. And he demonstrates how U.S. Steel suffered gradually, steadily, from its paradoxical ability to make high profits while failing to keep pace with the best practices. Only after the drastic pruning late in the century—when U.S. Steel reduced its capacity by two-thirds—did the company become a world leader in steel-making efficiency, rather than merely in size. These lessons, drawn from the history of an extraordinary company, will enrich the scholarship of industry and inform the practice of business in the twenty-first century.

This unique book intends to provide a focused analysis of the main Chinese industrial sectors through case studies, data analysis and review of new state-initiated policies. In response to the global economic crisis in the short run and to cope with the existing structural problems of production in the long run, the Chinese central government has successively released new development outlines for 10 key industries since 2008. In this book, the authors will use key sectors including automobile, steel, shipbuilding, high-speed railway and new energy, to analyze the development of China's industries, along with their challenges and future prospects.The effectiveness of state-oriented policies in rejuvenating these industries will be evaluated. After discussing the background and motivations for the new government-initiated policies, through detailed analysis of these policies, the authors will assess the contribution they have made to industrial development. The authors will also identify and analyze existing and potential challenges to sustainable development of China's industries.How did the industries respond to climate change and the development of a low-carbon economy in China? What measures have been taken by these industries to reduce greenhouse gas (GHG) emission and reduce overall energy consumption? What are the latest developments in China's industrial sector in terms of technological progress and upgrading? What are the potential challenges facing the industrial sector in the post-economic crisis era? This study intends to address these issues.

This book provides a broad investigation of various issues in East Asia’s steel industry since the 1980s, including international specialization and trade relations, the sustainable use of resources, technological innovations, and environmental mitigation, alongside a consideration of the rapid growth in Chinese steel industry. Using macro and firm-level data, and case studies based on field research to discuss issues concerning the steel industry in East Asia. In search of an easy understanding, we try to simplify complicated economic models and statistical analyses, and concentrate on policy implications based as much as possible on the results of empirical analyses. We believe that this book will be of interest to policymakers, economists, practitioners and advocates of sustainability.

Despite being geographically cut off from large trade centers and important natural resources, Pittsburgh transformed itself into the most formidable steel-making center in the world. Beginning in the 1870s, under the engineering genius of magnates such as Andrew Carnegie, steel-makers capitalized on western Pennsylvania’s rich supply of high-quality coal and powerful rivers to create an efficient industry unparalleled throughout history. In City of Steel, Ken Kobus explores the evolution of the steel industry to celebrate the innovation and technology that created and sustained Pittsburgh’s steel boom. Focusing on the Carnegie Steel Company’s success as leader of the region’s steel-makers, Kobus goes inside the science of steel-making to investigate the technological advancements that fueled the industry’s success. City of Steel showcases how through ingenuity and determination Pittsburgh’s steel-makers transformed western Pennsylvania and forever changed the face of American industry and business.

Steel is the foundational material of modern civilization and constitutes the core of industry, and yet, it is overproduced across the world. This supply glut is reducing margins and turning steel into a sunset industry. Steel consumes as much as four times the amount of raw materials as its produced volume, and the sheer bulk of the steel makes it costly to transport. Because of this, countries prefer to make their own rather than to source it across land and sea. The Indian steel industry has grown from being the tenth largest steel producer in the world in 1991 to emerging as the second largest, after China. This book aims to reveal, through data and the use of simple economic concepts, the mistakes that abound in the discourses surrounding the steel industry. Its main objective is to dispel the many myths that are perpetuated by policy makers and the industry in order to benefit a small coterie of large firms, and discusses how through such favours the Indian steel industry is set to lose out in terms of margins, products and growth in technology. It covers the unique role of the Indian state in the development of the broad base of steel production, and observes the change in the direction in policy, which reverses the economic equality of the past and promotes collusion among oligopolies leading to overexpansion in capacities. Economics of the Indian Steel Industry will be of interest to students of industrial economics and corporate strategy, as well as financial managers and policy makers.

A richly detailed account of the American steel industry from its beginnings until 1970, when its long period of international leadership was challenged, this book interprets steel from viewpoints of historical and economic geography. It considers both physical factors, such as resouces, and human factors such as market, organization, and governmental policy. In major discussions of the east coast, Pittsburgh, the Ohio Valley, the Great Lakes, the South and the West, Warren analyzes the location and relocation of steel plants over 120 years. He explains the influence on location of a variety of factors: The accessibility of resources, the cost of transportation, the existence of specialized markets, and the availability of entrepreneurial skills, capital, and labor. He also evaluates the role of management in the development of the industry, through an analysis of individual companies, including Bethlehem, Carnegie, United States Steel, Kaiser, Inland, Jones and Laughlin, and Youngstown Sheet and Tube. Warren examines the influence exerted on the industry by complex technological changes and weighs their significance against market forces and the supply of natural resources. In the production process alone, the industry changed from pig iron to steel; from charcoal to anthracite; to bituminous coking coal; and from the widespread use of low-grade ore from the eastern United States, to the high quality but localized deposits of the Upper Great Lakes, to imported ores. Unlike other industrialized nations, the United States has undergone major geographical shifts in steel consumption since the 1850s. As the American population moved south and west into new territory, steel followed. Warren concludes that these radical alterations in the distribution and demand were the decisive force in the location of steel production.