The U.S. steel industry has a long history of being protected, first when it was an infant industry in 1791 and later as it became a mature industry and needed breathing room to allow it to restructure so that it could compete against more efficient foreign producers. In recent years the steel industry has resorted to antidumping laws to ward off foreign competition. In the first quarter of 2002, President Bush imposed tariffs of up to 30 percent on foreign steel producers in many countries, including those in East Asia. This tariff, which was the result of a finding that some foreign steel companies had dumped their steel on the American market, may be the first shot in what might become a trade war. A number of countries have filed protests with the WTO seeking compensation for the tariff and some countries have already taken retaliatory measures. These recent trade actions have a ripple effect throughout the East Asian countries, including Korea, and the world. For example, if the United States market becomes closed to the steel companies in the EU, those steel companies will have to try to sell more steel within the EU at a time when Chinese, Korean and Japanese steel companies will also be trying to penetrate the EU market to make up for lost American sales. This paper will explore some of these issues, with an emphasis on the effects that steel protectionism in the United States will have on their industries and their economies. A different version of this paper was first published in 2002 and was reprinted in 2009. The present version includes a bibliography on trade, including links to more than 100 studies on trade.

'Tiffany shows that American decision makers who ignore the past are likely to jeopardize America's future. So persuasive is his account of the historical antagonism between steel management, labor and government that advocates of industrial policy will have to reconsider the premise of cooperation on which it is based.

The story of Nucor's billion dollar gamble to build a steel mill in Crawfordsville, Indiana.

This volume examines the influences of technology and international trade policies on the troubled U.S. steel industry. Does leadership in technology guarantee competitive advantage in industrial markets? Or do the costs of production and the lack of investment capital offset technological gains for the domestic steel industry? Which international trade policies can help this industry, and which may be harming it? With these and other questions in view, The Competitive Status of the U.S. Steel Industry estimates global trends in steel trade, discusses patterns of production and consumption, and analyzes the possible effects of alternative governmental policies on this critically important industry.

This book provides a basic outline of the history of the American steel industry, a sector of the economy that has been an important part of the industrial system. The book starts with the 1830's, when the American iron and steel industry resembled the traditional iron producing sector that had existed in the old world for centuries, and it ends in 2001. The product of this industry, steel, is an alloy of iron and carbon that has become the most used metal in the world. The very size of the steel industry and its position in the modern economy give it an unusual relevance to the economic, social, and political system.

A richly detailed account of the American steel industry from its beginnings until 1970, when its long period of international leadership was challenged, this book interprets steel from viewpoints of historical and economic geography. It considers both physical factors, such as resouces, and human factors such as market, organization, and governmental policy. In major discussions of the east coast, Pittsburgh, the Ohio Valley, the Great Lakes, the South and the West, Warren analyzes the location and relocation of steel plants over 120 years. He explains the influence on location of a variety of factors: The accessibility of resources, the cost of transportation, the existence of specialized markets, and the availability of entrepreneurial skills, capital, and labor. He also evaluates the role of management in the development of the industry, through an analysis of individual companies, including Bethlehem, Carnegie, United States Steel, Kaiser, Inland, Jones and Laughlin, and Youngstown Sheet and Tube. Warren examines the influence exerted on the industry by complex technological changes and weighs their significance against market forces and the supply of natural resources. In the production process alone, the industry changed from pig iron to steel; from charcoal to anthracite; to bituminous coking coal; and from the widespread use of low-grade ore from the eastern United States, to the high quality but localized deposits of the Upper Great Lakes, to imported ores. Unlike other industrialized nations, the United States has undergone major geographical shifts in steel consumption since the 1850s. As the American population moved south and west into new territory, steel followed. Warren concludes that these radical alterations in the distribution and demand were the decisive force in the location of steel production.