SEARCH

SEARCH BY CITATION

Abstract

  • We analyze a cross-section of owner-manager-led steel companies, principally from developing countries. Utilizing a number of strategic analytical tools derived from steel industry sources as well as researchers' assessments of CEOs' financial legacy, we show that these steel companies have strategies determined by the idiosyncrasies of the dominant shareholder rather than rationalist application. Opportunistic, entrepreneurial behavior increasingly characterizes strategic application in a steel industry shaped by companies in developing nations.

Copyright © 2008 John Wiley & Sons, Ltd.