Abstract
Small firms that operate in manufacturing sectors amenable to economies of scale are faced with particularly challenging strategic problems. This article on the Seiberling Rubber Company, a family–owned minor player in the U.S. tire industry, takes as its starting point the intersection between Michael Porter's typology of competitive strategies and the entrepreneurial theorists' views on the importance of the human factor. Against a detailed analysis of the changing structure of the tire industry over four decades, it examines closely the strategic decisions of one firm and its senior managers.
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