Strategy and Structure: Chapters in the History of the Industrial Enterprise
"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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INTRODUCTIONSTRATEGY AND STRUCTURE
DU PONTCREATING THE AUTONOMOUS
THE STRATEGY OF DIVERSIFICATION
NEW STRUCTURE FOR THE NEW STRATEGY
GENERAL MOTORS CREATING
THE SLOAN STRUCTURE
PUTTING THE NEW STRUCTURE INTO OPERATION
STANDARD OIL COMPANY NEW JERSEY
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administrative Alcoa Alfred Sloan allocation Annual Report appraisal automobile Barker basic became Board carried central office changes chemical Chicago Coleman du Pont company's concentrated consolidated continued coordination crude decentralized decisions demand Development Department Directors diversification Donaldson Brown E. M. Clark Electric engineering Executive Committee expansion facilities firms Frazer functional activities functional departments growth handle headquarters industrial enterprise integrated Jersey Standard Jersey's major managers meet ment Motors Corporation multidivisional structure multifunction needs nitrocellulose Oil Company operating divisions organization organizational over-all pany personnel Pierre du Pont planning plant Pont Company President problems profits purchasing pyroxylin R. E. Wood Raskob refineries refining reorganization responsible retail stores Sadler sales promotion Sears Sears's senior executives Sloan smokeless powder staff Standard Oil Standard Oil Company Steel strategy subsidiaries supervision Territorial Officers tion units vertical integration W. C. Teagle World War II York