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"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.
- Sales Rank: #334471 in Books
- Published on: 2003-03-26
- Released on: 2003-03-26
- Original language: English
- Number of items: 1
- Dimensions: 9.00" h x .70" w x 6.00" l, .89 pounds
- Binding: Paperback
- 274 pages
Review
"Miles and Snow's path-breaking work seems as fresh and original today as when it was originally published. Their pioneering efforts at linking strategy, structure, process, and a management mindset is a model for today's researchers who seek to be both academically respectable yet managerially relevant. This book belongs in the core collection of any manager or serious student of strategy organization or management." —Christopher Bartlett, Thomas D. Casserly Professor of Business
Administration, Harvard Business School
"I grew up with Organizational Strategy, Structure, and Process as the primary intellectual framework for understanding business-level strategy. Now, twenty-five years later, this book remains as relevant and insightful as when it was written. All those who are interested in business strategy, whether, an academic or a manager, need to read this book as a foundational text." —S. Ghoshal,Professor of Strategic Leadership, London Business School
"In an era of growing institutional failure, this book offers a great invitation for prototyping new forms of self-managing dynamic and innovative alliances instead of the old stagnating firms. It highlights an emerging organizational paradigm or recipe of Op Win Net, as an expanded theory of the new types of un-firms like Linux. Such a knowledge recipe will offer insights on how to start to develop meta capabilities like a Mega Brain to tap and insource the often invisible resources outside the territory of the traditional firm, as the capital in waiting, and to turn that intellectual capital into wealth for its stakeholders. The book is a must for the organizational designer of future wealth creation. I am most intrigued and stimulated by this book." —Leif Edvinsson,Lund University
From the Inside Flap
“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.
From the Back Cover
“Miles and Snow’s path-breaking work seems as fresh and original today as when it was originally published. Their pioneering efforts at linking strategy, structure, process, and a management mindset is a model for today’s researchers who seek to be both academically respectable yet managerially relevant. This book belongs in the core collection of any manager or serious student of strategy organization or management.” —Christopher Bartlett, Thomas D. Casserly Professor of Business
Administration, Harvard Business School
“I grew up with Organizational Strategy, Structure, and Process as the primary intellectual framework for understanding business-level strategy. Now, twenty-five years later, this book remains as relevant and insightful as when it was written. All those who are interested in business strategy, whether, an academic or a manager, need to read this book as a foundational text.” —S. Ghoshal,Professor of Strategic Leadership, London Business School
Most helpful customer reviews
4 of 4 people found the following review helpful.
Framework for strategy classification
By Gerard Kroese
Raymond E. Miles is Professor Emeritus and former Dean of the Haas School of Business, University of California, Berkeley. Charles C. Snow is Professor of Business Administration at Penn State University. The original version of this book was published in 1978, whereby this review involves the Stanford Business Classics 2003-version which includes an additional foreword and a new introduction. The book is split in 3 parts, with the first part consisting of 10 chapters, the second part of 3 chapters, while the final part provides an overview of the literature.
The authors start firmly in the first introductory chapter: "An organization is both an articulated purpose and an established mechanism for achieving it." Miles and Snow believe that the complexity of the adjustment process can be penetrated by searching for patterns in the behavior of organizations. The cornerstones of the framework consist of 3 pivotal ideas introduced and developed by a number of other authors: (1) Organizations act to create their environment. (2) Management's strategic choices shape the organization's structure and process. (3) Structure and process constrain strategy.
The book has five major objectives. In the second chapter the authors introduce the first objective, which is to develop an understanding of the process by which organizations continually adjust to their environments. The second objective is to provide an explanation for the alternative forms of adaptive behavior which exist in the industries studied by the authors and which are probably present in most other industries. In the second chapter a typology of these forms of organization, termed `strategic types' are presented and further elaborated in chapters 3 through to 6. In chapter 7 the authors pursue the third objective, the development of an approach for diagnosing the relationship between organizations and their environments that utilizes the adaptive cycle and the four strategic types. The authors' fourth objective is to create a heightened awareness of the degree to which successful organizational diagnosis and change hinges on managers' theories about how people can and should be managed. In chapter 9 the authors address the fifth and final objective, which is to create a conceptual foundation for the examination of emerging organizational forms. Chapter 10 summarizes and concludes on the major points offered in the first 9 chapters. It also speculates about future organizational forms and management theories. "Our theoretical framework is in no sense complete, as modifications and extensions will undoubtedly occur. ... We did not reach the summit, but we have a good idea where the best route lies." The final 4 chapters supply more detailed descriptions of the authors' research and interpretation of the literature. Final chapter 14 is a nontechnical overview of the literature related to organization-environment relations.
Yes, I do like this book. In retrospect one can say that this book has helped to launch the configurational view of strategy. The introduced framework allowed to be extended of the issues covered in the book and launched further strategy classification systems. The book is relatively simple to read and has a very good structure. I feel that this book together with Alfred Chandler's Strategy & Structure, Igor Ansoff's Corporate Strategy and Michael Porter's Competitive Strategy provides the starting point for anybody interested in the field of strategic management, including MBA students.
0 of 0 people found the following review helpful.
Fantastic Foreword for a Standard in the Field and a Reflexive Source of Research
By Fred Cheyunski
Finding this edition of Miles and Snow’s classic book was a pleasant welcome surprise for this reviewer. In addition to the original work, there is an excellent foreword by Donald Hambrick that puts its contribution to organization studies into perspective.
The book itself describes the manner in which organizations adapt to their environment pursuing four basic strategy types: Defenders (prosper through stability, reliability, efficiency), Prospectors (thrive on stimulating and/or meeting new product – market opportunities), Analyzers (more innovative than Prospectors vs. Defenders, but more cautious and deliberate than Prospectors), and Reactors (vacillate in approach).
Familiar with the concepts, this reviewer appreciated the way Hambrick shows how Michael Porter subsequently presented his similar generic strategies on cost leadership, differentiation emphases and ways to map value chain activities. He was also delighted with the connection to Michael Treacy and Fred Wiersema’s description of 3 strategic orientations or “Disciplines of Market Leaders” (operational excellence, product leadership, customer intimacy) much like those presented by Miles and Snow.
Because of these connections, links to earlier management concepts and those that have come since make this volume especially valuable. For instance, one can see the similarities with Geoffrey Moore’s recent reissue of his “Crossing the Chasm” (3rd edition) description of technology adoption with Miles and Snow’s adaptive cycle – businesses cycling through entrepreneurial problem (selecting/adjusting product market domain), engineering problem (producing and delivering products – services), administrative problem (establishing roles, relationships, organizational processes). In many ways, this book can help enrich other such parallels with research by various scholars on topics such as configuration analysis, organizational fit, strategic human resource management, and multi-firm network organizations.
For such a reflexive and useful source of research consult “Organizational Strategy, Structure, and Process” (Stanford Business Books edition).
1 of 1 people found the following review helpful.
Applicable examples
By Ramon Ruiz Solano
The book includes excellent research examples that can be rapidly compare with the current manufacturing industry events. Although the theory was initiated a long time ago, the adjustment and expansion to this incipient century is applicable.
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