Strategy Implementation: The Role of Structure and ProcessMonograph on different types of business organization structure and organization development in context with corporate planning - discusses business strategy implementation, structure and organization process, covers decentralization, competitiveness, efficiency, etc., development and growth models, reviews the state of the art and focusses upon the achievement of management congruence between strategy, structure and process, and includes resource allocation rewards and the people dimension. Flow charts, graphs, references and statistical tables. |
Contents
Conceptual Foundations of Strategy | 12 |
49 | 34 |
Strategy Structure and Organizational | 49 |
Copyright | |
6 other sections not shown
Common terms and phrases
adopted area divisions career Chandler chapter choice competition concept congruence contingency theory coordination corporate offices created decentralization decision dimensions diversification strategies divi divisional structure domestic dominant business economic performance effective empirical environment formance func functional organization ganization geographic goals group executive Harvard Business Harvard Business Review Harvard Business School Harvard College high performers holding company hypothesis implement industry integrated firm interdependence interdivisional international division matched matrix mechanisms ment MKT MKT MKT multi-divisional form multi-divisional structure multi-nationals multiple operations organization form Organization Structure organizational percent Phase planning problems product business product divisions product lines product managers product-market strategy profit center responsibility reviewed reward system roles Rumelt short-run shown in Figure single sions sources of diversity Stage Stopford strategy and structure strategy-structure struc studies subsidiaries task Texas Instruments thesis tion tional ture unrelated variations vertically integrated