Subject category:
Strategy and General Management
Published by:
International Institute for Management Development (IMD)
Version: 06.01.2003
Length: 21 pages
Data source: Published sources
Abstract
On 28 February, 1997, Renault SA suddenly announced the closure of its plant in Vilvoorde, Belgium. More than 3,100 workers found themselves out of work. Over the next months, protests and debate about Renault''s decision dominated the headlines. The case describes the context of Renault''s decision, and follows a chronology during the spring of 1997. It raises for discussion questions about industrial overcapacity, restructuring, company responsibility, and the future of manufacturing jobs in Europe. There is a follow-on case available ''Crisis at Renault: The Vilvoorde Plant Closing (B)'' (IMD-3-0718).
About
Abstract
On 28 February, 1997, Renault SA suddenly announced the closure of its plant in Vilvoorde, Belgium. More than 3,100 workers found themselves out of work. Over the next months, protests and debate about Renault''s decision dominated the headlines. The case describes the context of Renault''s decision, and follows a chronology during the spring of 1997. It raises for discussion questions about industrial overcapacity, restructuring, company responsibility, and the future of manufacturing jobs in Europe. There is a follow-on case available ''Crisis at Renault: The Vilvoorde Plant Closing (B)'' (IMD-3-0718).