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Challenges of transformation: The case of Norilsk Nickel

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  • Humphreys, David

Abstract

As Russia's largest mining company, Norilsk Nickel was for much of its history an archetypal Soviet institution. Following the collapse of the Soviet Union and the subsequent prolonged economic crisis, in 2001 new management came into the company with the objective of transforming the company into a modern global corporation. In the years that followed, management pushed through a series of radical changes to the organisation and its operations. Simultaneous with these changes, the company extended its asset base in Russia and acquired assets outside the country. The progressive direction of the company was, however, taking it further and further out on a limb and the programme of transformation was not being matched and supported by public policy and regulation. Pressures came to a head in the middle of 2008 when a change in the structure of company's ownership and a collapse of metal prices combined to bring about increased involvement of the state in company's affairs and a more national emphasis to its strategic orientation.

Suggested Citation

  • Humphreys, David, 2011. "Challenges of transformation: The case of Norilsk Nickel," Resources Policy, Elsevier, vol. 36(2), pages 142-148, June.
    • Handle: RePEc:eee:jrpoli:v:36:y:2011:i:2:p:142-148
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    Cited by:

    1. David Humphreys, 2011. "Emerging miners and their growing competitiveness," Mineral Economics, Springer;Raw Materials Group (RMG);Luleå University of Technology, vol. 24(1), pages 7-14, July.
    2. Scott R Stephenson & John A Agnew, 2016. "The work of networks: Embedding firms, transport, and the state in the Russian Arctic oil and gas sector," Environment and Planning A, , vol. 48(3), pages 558-576, March.
    3. Magnus Ericsson & Andreas Tegen, 2016. "Global PGM mining during 40 years—a stable corporate landscape of oligopolistic control," Mineral Economics, Springer;Raw Materials Group (RMG);Luleå University of Technology, vol. 29(1), pages 29-36, April.

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