2014, English, Book, Illustrated edition: Strategic management : thinking, analysis, action / Graham Hubbard, John Rice and Peter Galvin. Hubbard, Graham, (author.)

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Strategic management : thinking, analysis, action / Graham Hubbard, John Rice and Paul Beamish
 
Bookmark: http://trove.nla.gov.au/version/206833877
Edition
  • 5th edition.
Physical Description
  • xiv, 586 pages : illustrations ; 26 cm.
Published
  • Melbourne, VIC Pearson Australia, [2014].
Language
  • English

Edition details

Title
  • Strategic management : thinking, analysis, action /​ Graham Hubbard, John Rice and Peter Galvin.
Author
  • Hubbard, Graham, (author.)
Other Authors
  • Rice, John, (author.)
  • Galvin, Peter, 1970-, (author.)
Edition
  • 5th edition.
Published
  • Melbourne, VIC Pearson Australia, [2014].
Copyright
  • © 2015
Content Types
  • text
  • still image
Carrier Types
  • volume
Physical Description
  • xiv, 586 pages : illustrations ; 26 cm.
Series
Subjects
Summary
  • Renowned for its comprehensive, rigorous and case-rich approach, this resource trains future business leaders to analyse a wide range business issues, apply appropriate concepts and successfully implement business strategy. Strategic Management is written with practical usage in mind and is designed to suit the needs of both post-graduate and undergraduate students. The 5th edition brings the subject to life with ten brand-new in-depth case studies, covering a wide variety of Australian and international examples.
Contents
  • PART ONE - Business strategy
  • Chapter One What is 'strategy'?
  • 'Strategy' defined and its major aspects
  • The development of strategic thought - a brief history
  • Current theories of strategy
  • Levels of strategy
  • A model for business strategy thinking, analysis and action
  • Outline of the book
  • Is strategy different in smaller countries?
  • Summary
  • End of chapter questions
  • Chapter Two Analysing business strategy - creating value
  • What constitutes a good business strategy - the Qs
  • So what does a good business strategy statement look like?
  • Creating value for customers
  • Creating value for key stakeholders
  • Strategy for different organisation types
  • Sustainability impacts on business strategy
  • Other issues in developing a business strategy
  • Leadership and business strategy
  • Dynamic strategy
  • Chapter Three Analysing the external environment
  • Defining the industry
  • Analysing the macro-environment
  • Summarising the analysis of the macro-environment
  • Industry analysis
  • Summarising the analysis of industry profitability
  • Driving forces of industry growth and profitability
  • Understanding competitors - competitor analysis
  • Extending industry analysis
  • Green sustainability and industry analysis
  • Industry change and evolution
  • An alternative approach to industry analysis - scenario planning
  • From industry to market analysis
  • An industry framework for assessing international competitiveness - Porter's diamond model
  • Clusters and networks
  • Industry analysis for the public sector
  • Not-for-profit industry analysis
  • Chapter Four Analysing the organisation's resources and capabilities
  • Creating competitive advantage - the roles of resources, capabilities and strategic capabilities
  • Dynamic capabilities
  • Identifying strategic capabilities
  • Measuring capability performance
  • Perspectives on change
  • A general model of the process of change management
  • Incremental change processes
  • Transformational change processes
  • Change over time - punctuated equilibrium change
  • Resistance to change
  • Cases
  • Case The ore wars - the Australian iron ore industry
  • Case Coursera and MOGCs - what is the business model?
  • Case Taylors Wines - from good to great?
  • Case Berry Street - we never give up
  • Case Cochlear - Hear now. And always
  • Case Main Roads Western Australia - rebuilding organisational capabilities
  • Case BHP Billiton - managing a corporate business portfolio
  • Case Mittal Steel - the takeover of Arcelor
  • Case Renault-Nissan alliance - developing electric vehicles
  • Case Marriott Corporation - a model of distinctive growth
  • Glossary - Index.
  • Summary
  • PART TWO - Corporate strategy
  • Chapter Nine Corporate or multi-business strategy
  • The golden rules for corporate strategy
  • Reasons for developing corporations - the diversification process
  • The four questions (s) of corporate strategy
  • The central role of the corporate centre - how to add value
  • How is diversification 'related'?
  • Unrelated diversification
  • Implementation - head office role and size
  • Advantages claimed for diversification
  • Evidence of success
  • Evaluating the performance of a multi-business portfolio
  • Chapter Ten Acquisitions and alliances
  • Acquisitions
  • Managing the integration process
  • Alliances
  • Divestment
  • Chapter Eleven International strategy
  • Forces leading to the internationalisation of business
  • Why go international?
  • Barriers to international' expansion
  • Four international strategic options
  • Alternative internationa strategic options
  • Implementing international business strategy
  • Sustain ability and international strategic options
  • PART THREE -Implementation
  • Chapter Twelve Capabilities, systems and structure
  • A model of strategic implementation - what to change
  • Capabilities
  • Systems
  • Structure
  • Non-traditional structures
  • Chapter Thirteen Leadership, people and culture
  • Leadership
  • People
  • Culture
  • Perception
  • Communication
  • Corporate governance - the role of the board of directors
  • Ethics
  • Sustainability and implementation
  • Chapter Fourteen Change management
  • Sustainability, capabilities and strategic capabilities
  • Other issues
  • Chapter Five Measuring strategic organisation performance
  • Frameworks for measuring strategic performance
  • Strategy maps - linking organisation performance measures to business models
  • Measuring strategic performance - how to do it
  • Comparing performance measures
  • Assessing and communicating performance information
  • Recommendations for successful application of a balanced performance measurement approach
  • Studies of 'successful' organisations
  • Chapter Six Gap analysis and business-level strategic options
  • Gap analysis
  • Business strategic options - moving from current to future business strategy
  • Strategies for different situations
  • Connecting innovation and business strategy
  • Sustainability and business strategy options
  • Public sector strategy options
  • Not-for-profit strategy options
  • Chapter Seven Strategic decision making
  • The rational approach to decision making
  • Limitations on rational decision making in practice
  • Different conceptual approaches to decision making
  • A practical model for effective strategic decision making
  • Learning better decision making from failure
  • Chapter Eight Dynamic competitive strategy
  • An introduction to game theory and its applications to competitive strategy
  • A general multi-competitor framework of business relationships - the PARTS model
  • Some specific games - the case of hypercompetition
  • Industry evolution
  • Sustainability and dynamic competitive strategy
Notes
  • Previous edition: 2011.
  • Includes bibliographical references and index.
Language
  • English
ISBN
  • 9781486010806 :
Dewey Number
  • 658.40120994
Libraries Australia ID
Contributed by
Libraries Australia

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Federation University Australia Library. Open to the public .b2010277x; held Book; Illustrated English
James Cook University. Townsville Campus Library. Open to the public 1238286; held Book; Illustrated English
National Library of Australia. Open to the public 6447319; Nq 2014-3012 Book; Illustrated English
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Australian College of Physical Education. Australian College of Physical Education Library. Open to the public 100169284; 658.4012 HUB<100169284> Book; Illustrated English
Charles Sturt University. Albury-Wodonga Campus Library. Open to the public 100169284; 658.4012 HUB Book; Illustrated English
Charles Sturt University. Bathurst Campus Library. Open to the public 100169284; 658.4012 HUB Book; Illustrated English
Charles Sturt University. Orange Campus Library. Open to the public 100169284; 658.4012 HUB Book; Illustrated English
Charles Sturt University. Wagga Wagga Campus Library. Open to the public 100169284; 658.4012 HUB Book; Illustrated English
University of Wollongong. University of Wollongong Library. Open to the public .b22165812; 658.4012/329 Book; Illustrated English
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