PRESCRIBED TEXT FOR:
Institution: Kaplan Higher Education - 2014 2nd Semester
Course Code: FIN234
Subject: Strategic Management
MGMT5510 AT UWA, SEMESTER 1 2013
Renowned for its comprehensive, rigorous and case-rich approach, Strategic Management trains future business leaders to analyse a wide range business issues, apply appropriate concepts and successfully implement business strategy.
The text is theoretically strong, covering all theories and major research, while integrating strategy concepts that are comprehensible to students without practical experience. High quality cases from Australian and international sources bring the subject matter to life.
It is written with practical usage in mind, with the unifying and integrated theme in the environment-strategy-capability gap analysis model as well as the inclusion of tools, worksheets and templates that can be used in real organisations.
Paul Beamish, the internationally renowned researcher on topics of international strategy, has authored a new chapter on International Strategy.
New To This Edition:
. NEW information on Strategic Alliances as part of a boxed feature.
. NEW opening vignettes grab the attention of readers and contextualize each chapter's materials, also serves as a way to make this book feel appropriate for undergraduate courses
. EXPANDED coverage of sustainability, now specifically incorporated into each chapter in boxed features.
. NEW Chapter on International Strategy authored by Paul Beamish, internationally renowned researcher in this area.
. Eleven brand-new cases covering a wide variety of international situations, industries and organisation types. Includes six new cases from the Richard Ivey School of Business and Australian cases from long-term successful organisations.
. Alliance with Ivey case bank to supplement the cases already included in the text.
Features and Benefits
. An effective balance of Australian and international content, both in the text and the cases.
. Case studies from renowned international and local case writers, including six from the world-leading Richard Ivey School of Business, University of Western Ontario, Canada.
. Instructors are also provided with sets of alternative cases which can be used in addition to those in the book.
. Worksheets and templates that can be used in real organisations, not just classrooms.
. Access via the website to an outline for preparing a strategic business plan, one of the most used tools in practical strategy.
Table of Contents
Part 1-Business strategy
Chapter 1 What is 'strategy'?
Chapter 2 Analysing business strategy: creating value
Chapter 3 Analysing the external environment
Chapter 4 Analysing the organisation's resources and capabilities
Chapter 5 Measuring strategic organisation performance
Chapter 6 Gap analysis and business level strategic options
Chapter 7 Strategic decision making
Chapter 8 Dynamic competitive strategy
Part 2-Corporate strategy
Chapter 9 Corporate/multi-business strategy
Chapter 10 Acquisitions and alliances
Chapter 11 International strategy
Chapter 12 Capabilities, systems and structure
Chapter 13 Leadership, people and culture
Chapter 14 Change management
Case 1 Gunns and the Australian pulp and paper manufacturing industry
Case 2 The ascendance of Air Asia: building a successful budget airline in Asia
Case 3 Pacific Link iMedia: becoming a full service interactive agency
Case 4 Navitas v. Kaplan: private forces in the education industry
Case 5 The Ciputra group: shaping the city in Asia
Case 6 Rio Tinto and sustainable mining
Case 7 Havells India: the Sylvania acquisition decision
Case 8 Giant ICN: formation of the A-Team
Case 9 The National Library Board of Singapore: a case of service recovery
Case 10 Mattel and the toy recalls
Case 11 Wesfarmers in 2010
About the Authors
Graham Hubbard is the Professor of Strategic Management of the School of Business at the University of Adelaide. Previously he was Head of the Graduate School of Business at the University of Adelaide, Professor of Strategic Management at Mt Eliza Business School and Head of the Marketing Group at RMIT University. He has also taught at Monash, Melbourne, Deakin and Swinburne Universities in Australia, Cranfield School of Management in the UK and the Carlson School of Management, University of Minnesota. He has also worked for Alcoa of Australia, Corporate Adviser and Coopers and Lybrand in the UK.
Graham Hubbard is the author or co-author of numerous books, mainly in the area of strategic management, including The First XI: Winning Organisations in Australia, Strategic Management: Thinking, Analysis and Action, Practical Australian Strategy and three books of case studies of real organisations designed for MBA and executive programs. He is the co-designer of the Environment-Strategy-Capability (ESC) Gap Analysis strategic framework, the Performance Cube organisational performance measurement framework and the Winning Wheel framework for winning organisations.
Professor Hubbard holds a Ph D from the University of Melbourne, for his work 'A Strategic Analysis of Takeover Behaviour in Australia', an MBA from Cranfield University, UK and B Ec from the University of Adelaide.
He is also a Member of the Australian Institute of Company Directors, a Member of the Strategic Management Society, a Member of the Academy of Management (US) and a Member of the Australia and New Zealand Academy of Management.
Paul Beamish is a Professor of International Business at the Richard Ivey School of Business at the University of Western Ontario. He is the author or co-author of over 50 books, and over 100 articles. His articles have appeared in Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of International Business Studies (JIBS), and elsewhere. He has received best research awards from the Academy of Management, the Academy of International Business (AIB), and the Administrative Sciences Association of Canada (ASAC). In 1997 and again in 2003 he was recognized in the Journal of International Management as one of the top three contributors worldwide to the international strategic management literature in the previous decade. He served as Editor-in- Chief of JIBS from 1993-97 and is on numerous editorial boards. He is a Fellow of the Royal Society of Canada, Academy of International Business, and the Asia Pacific Foundation of Canada.
Professor Beamish has authored over 100 case studies, primarily in the international management area. These have appeared in Asian Case Research Journal, Case Research Journal, and in over 90 books. His cases have been among Ivey's top external sellers in each of the past ten years. He is recipient of best case writing awards from the European Foundation for Management Development, AIB, and ASAC.
Professor Beamish (Bao Ming Xin in Chinese) has worked on Asia-specific issues for many years. He has written case studies and/or conducted research involving China, Hong Kong, Japan, Korea, Malaysia, Singapore, Taiwan and Vietnam. He has served as a consultant to The World Bank on technology transfer to China, provided training programs in Asia for Foreign Affairs and International Trade Canada, and co-edited a series of casebooks published in Chinese by Tsinghua University Press. He is series editor for 16 volumes of cases for the China market available in both English and Chinese and 10 volumes in Taiwan. His Asia-related books include Japanese Subsidiaries in the New Global Economy (Edward Elgar), Cooperative Strategies: Asian-Pacific Perspectives (published by The New Lexington Press), and Japanese Multinationals in the Global Economy (Edward Elgar).