Internal cooperation and competitive success: the case of the US steel minimill sector

Abstract

Since the 1960s, American steel minimill have captured markets once dominated by the American integrated steel producers. This article argues that the minimills' competitive success is due in part to their ability to cultivate and sustain flexible and participative internal labour market and industrial relations systems. They have accomplished this by reducing internal sources of conflict among plant-level workers and managers through the absence, reduction or elimination of factors contributing to their vulnerability to higher-level decisions. The sector's market success has permitted the institutionalisation of chosen strategies and structures, and reinforced the virtuous circle of convergent interests, internal accord, organisational responsiveness and product market success