Product details

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Abstract

This is the last of a three-case series (398-105-1 to 398-107-1). It describes the changes that took place at HTS during the period 1995 to 1997 as HTS attempted to position itself within the steel market in preparation for EU membership. One strategy adopted by the mill is an alliance with a strategic investor and the case provides a forum for the discussion of issues around the choice of investor and the shape of the subsequent alliance. Readers are also invited to reflect on the paradigm shift that has taken place at HTS as the communist values and ideologies are being replaced by those appropriate to a market economy. This provides an opportunity for a reappraisal of capitalist as well as communist values and the problems and benefits of both systems.
Location:
Industry:
Size:
17,000 employees
Other setting(s):
1995-1997

About

Abstract

This is the last of a three-case series (398-105-1 to 398-107-1). It describes the changes that took place at HTS during the period 1995 to 1997 as HTS attempted to position itself within the steel market in preparation for EU membership. One strategy adopted by the mill is an alliance with a strategic investor and the case provides a forum for the discussion of issues around the choice of investor and the shape of the subsequent alliance. Readers are also invited to reflect on the paradigm shift that has taken place at HTS as the communist values and ideologies are being replaced by those appropriate to a market economy. This provides an opportunity for a reappraisal of capitalist as well as communist values and the problems and benefits of both systems.

Settings

Location:
Industry:
Size:
17,000 employees
Other setting(s):
1995-1997

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