Strategy and Structure: Chapters in the History of the Industrial Enterprise

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MIT Press, 1990 - 463 pages
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"It is impossible in a bare outline to do anything like justice to the subtlety (if also, sometimes, the prolixity) of the argument and to the wealth of telling instances with which it is illustrated. The argument is not dogmatic or rigid and allows plenty of room for deviations, variants, and exceptions.... There is no doubt that this is a book of first-class importance...significant, not only for its substantive conclusions, original though these are, but as an example of the way in which fruitful relations can be established between economic and business history."
-- "Journal of Economic History" 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."
 

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Review: Strategy and Structure: Chapters in the History of the American Industrial Enterprise

Avis d'utilisateur  - Goodreads

'Strategy followed Structure' - or was it the other way round? Consulter l'avis complet

Review: Strategy and Structure: Chapters in the History of the American Industrial Enterprise

Avis d'utilisateur  - Goodreads

The short and sweet: I didn't like this book. But I think if I had grown up in a different generation that didn't just witness the largest global financial meltdown in history, I might have actually enjoyed what it had to say. Consulter l'avis complet

Table des matières

INTRODUCTIONSTRATEGY AND STRUCTURE
1
HISTORICAL SETTING
17
DU PONTCREATING THE AUTONOMOUS
52
THE STRATEGY OF DIVERSIFICATION
78
NEW STRUCTURE FOR THE NEW STRATEGY
91
GENERAL MOTORS CREATING
114
THE SLOAN STRUCTURE
130
PUTTING THE NEW STRUCTURE INTO OPERATION
142
THE INITIAL REORGANIZATION 19251926
185
SEARS ROEBUCK AND COMPANY DECEN
225
ORGANIZATIONAL INNOVATION A COM
283
THE SPREAD OF THE MULTIDIVISIONAL
324
CONCLUSION CHAPTERS IN THE HISTORY
383
NOTES
399
INDEX
455
Droits d'auteur

STANDARD OIL COMPANY NEW JERSEY
162

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Expressions et termes fréquents

Fréquemment cités

Page 13 - Strategy can be defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.
Page 25 - house" had its storage plant and its own marketing organization. The latter included outlets in major towns and cities, often managed by Swift's own salaried representatives. In marketing the product, Swift had to break down, through advertising and other means, the prejudices against eating meat killed more than a thousand miles away and many weeks earlier. At the same time he had to combat boycotts of local butchers and the concerted efforts of the National Butchers' Protective Association to prevent...
Page 134 - The responsibility attached to the chief executive of each operation shall in no way be limited. Each such organization headed by its chief executive shall be complete in every necessary function and enable[d] to exercise its full initiative and logical development. 2. Certain central organization functions are absolutely essential to the logical development and proper control of the Corporation's activities.
Page 400 - The more consistently the modern type of business management has been carried through the more are these separations the case. The beginnings of this process are to be found as early as the Middle Ages. It is the peculiarity of the modern entrepreneur that he conducts himself as the "first official" of his enterprise, in the very same way in which the ruler of a specifically modern bureaucratic state spoke of himself as "the first servant...
Page 151 - Price Study," which embodies the Division's estimates of sales in units and in dollars, costs, profits, capital requirements, and return on investment, both at Standard Volume and at the forecast rate of operations for the new sales year, all on the basis of proposed price. This Price Study, in addition to serving as an annual forecast, also develops the standard price of each product; that is, the price which, with the plant operating at standard volume, would produce the adjudged normal average...
Page 306 - ... proposals for change. Durant and Teagle were simply not interested. Possibly just because of Irenee's strong resistance, the initial changes at Du Pont were the most clear-cut and required the least subsequent amending of any of the four reorganizations here studied. In the interim period between Irenee's rejection of the proposal in the autumn of 1920 and the final reorganization a year later, the Du Pont executives learned several lessons. The compromise structure with its committees representing...
Page 32 - Experience soon proved to us that, instead of bringing success, either of these courses, if persevered in, must bring disaster. This led us to reflect whether it was necessary to control competition ... We soon satisfied ourselves that within the company itself we must look for success...

Références à ce livre

Contemporary Strategy Analysis
Robert M. Grant
Aucun aperçu disponible - 2005
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À propos de l'auteur (1990)

Alfred D. Chandler, Jr. is Isidor Straus Professor of Business History, Emeritus, at Harvard Business School.

Informations bibliographiques