This book shows how the seventy largest corporations in America have dealt with a single economic problem: the effective administration of an expanding business. The author summarizes the history of the expansion of the nation's largest industries during the past hundred years and then examines in depth the modern decentralized corporate structure as it was developed independently by four companies—du Pont, General Motors, Standard Oil (New Jersey), and Sears, Roebuck. This 1990 reprint includes a new introduction by the author.

"Books and articles come and go, endlessly. But a few do stick, and this book is such a one. Organizational Strategy, Structure, and Process broke fresh ground in the understanding of strategy at a time when thinking about strategy was still in its early days, and it has not been displaced since." —David J. Hickson, Emeritus Professor of International Management & Organization, University of Bradford School of Management Originally published in 1978, Organizational Strategy, Structure, and Process became an instant classic, as it bridged the formerly separate fields of strategic management and organizational behavior. In this Stanford Business Classics reissue, noted strategy scholar Donald Hambrick provides a new introduction that describes the book's contribution to the field of organization studies. Miles and Snow also contribute new introductory material to update the book's central concepts and themes. Organizational Strategy, Structure, and Process focuses on how organizations adapt to their environments. The book introduced a theoretical framework composed of a dynamic adaptive cycle and an empirically based strategy typology showing four different types of adaptation. This framework helped to define subsequent research by other scholars on important topics such as configurational analysis, organizational fit, strategic human resource management, and multi-firm network organizations.

"The structural designs that occur in nature - in molecules, in crystals, in living cells - appear in this fully illustrated book as a source of inspiration and study of design of man-made structures" -- BOOK JACKET.

Designing the Customer-Centric Organization offers todayâ??s business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer. Written by Jay Galbraith (the foremost expert in the field of organizational design), this important book includes a tool that will help determine how customer-centric an organization is- light-level, medium-level, complete-level, or high-level- and it shows how to ascertain the appropriate level for a particular institution. Once the groundwork has been established, the author offers guidance for the process of implementing a customer-centric system throughout an organization. Designing the Customer-Centric Organization includes vital information about structure, management processes, reward and management systems, and people practices.

Industry Structure, Strategy, and Public Policy is the result of two decades of the author's successful teaching and classroom experience using a case approach to organization. Designed to serve either as a core text or supplemental case book, Industry Structure, Strategy, and Public Policy works to help students learn relevant economic theory through the use of rich, real-world industries. Nine industry case studies integrate theories in industrial organization with historical and statistical information as well as important national and international public policy of problems. Scherer clearly demonstrates to the readers the relevancy of issues in industrial organization to the economic and business world within which they work.

Organizations in Industry offers an in-depth look at historical organizational reality. Intended as a real world companion to classes that involve the theoretical analysis of formal organizations, this straightforward, accessible text presents an inside look at the actual structure and evolution of numerous different industries. Individual chapters are on specific industries and discuss developments from the origin of the industry to the near present, covering automobile manufacture, biotechnology, financial services, health care, labor organizing, microcomputer manufacture, art museums, newspaper publishing, radio broadcasting, railroad transport, and telephony. Ideal for any course in organizational behavior or theory, the benefits of this approach include practical institutional knowledge about particular industries, valuable insight into organizational society through comparative analysis, a clear understanding of the real-life difficulty associated with organizational change, and an opportunity to study the operation of selection processes among organizations.

In their startling new book, authors Brown and Eisenhardt contend that to prosper in today's fiercely competitive business environments, a new paradigm--competing on the edge--must be implemented as a new survival strategy. This book focuses on specific management dilemmas and illustrates solutions that work when the name of the game is change.