Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/10047
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dc.contributor.authorSeshadri, D. V. R.
dc.contributor.authorTripathy, A.
dc.date.accessioned2010-10-28T05:28:05Z
dc.date.available2010-10-28T05:28:05Z
dc.date.copyright2006
dc.date.issued2006-10-28T05:28:05Z
dc.identifier.urihttp://hdl.handle.net/11718/10047
dc.descriptionVikalpa: The Journal for Decision Makers, Vol. 31, No.1, (January - March, 2006), pp. 133 - 46en
dc.description.abstractAt the meeting of the senior management of Tata Steel to celebrate the spectacular performance of the company, Mr. B Muthuraman, the Managing Director, recalled with satisfaction the remarkable strides that the company had made from the difficult days in the early nineties, when the company, used to a protected environment, was suddenly thrown open to global competition, consequent to the liberalization of the Indian economy. The company had closed the year with a record profit of Rs. 34.74 billion. A series of initiatives launched by the company over the last 15 years had culminated in these stellar results although there were many challenges at every step. At each stage in its journey, the company did what needed to be done. In retrospect, however, the various initiatives launched by the company over the years now appeared to fit into a coherent picture.
dc.language.isoenen
dc.subjectThe Tata Iron and Steel Company Limiteden
dc.titleRe-inventive a giant corporation: the case of Tata steelen
dc.typeArticleen
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