Organizational Strategy, Structure, And Process( Series - Stanford Business Classics )

"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

"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.