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Contemporary Strategic Management


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Table of Contents

Preface xii About the authors xiv Acknowledgements xv Part 1 Introduction 1 Chapter 1. Strategy: concepts and perspectives 3 Chapter 2. Corporate governance and sustainability 39 Part 2. The Tools of Strategy analysis 77 Chapter 3. Goals, values and performance 79 Chapter 4. Industry analysis 111 Chapter 5. Analysing resources and capabilities 153 Part 3. The analysis of competitive advantage?185 Chapter 6. The nature and sources of competitive advantage 187 Chapter 7. Business-level strategies 223 Part 4. Strategy formulation and evaluation 247 Chapter 8. Corporate-level strategy 249 Chapter 9. Networks, partnerships and alliances 291 Chapter 10. Organisational structure and strategic control 315 Chapter 11. Global strategies and the multinational corporation 355 Chapter 12. Strategy evaluation 397 Part 5. Cases in strategic management 421 Case study matrix 422 Case study 1. Facebook: the evolving strategy 423 Case study 2. The grounded kangaroo? An analysis of Qantas 427 Case study 3. Fortescue Metals Group Limited 433 Case study 4. The Australian supermarket industry 440 Case study 5. India?s cup of tea 445 Case study 6. Michael Hill International: controlled expansion and sustainable growth 450 Case study 7. Not just a game 462 Case study 8. AirAsia: getting everyone to fly 470 Case study 9. The North Australian Pastoral Company: corporate strategy in a changing climate 474 Case study 10. Managing the political factor: Huawei in Australia 484 Glossary 489 Index 493

About the Author

Bella BUTLER, Chapters 5, 7, 9 and 12 have been written by Dr Bella Butler. Bella is a Senior Lecturer in Strategic Management at Curtin University of Technology. She has nearly 20 years of tertiary teaching, business research and consulting experience. Bella?s expertise is built on business strategy in dynamic markets; partnerships, alliances and networks; interfirm cooperation in clusters; international business; and sustainability of regional economies. Bella is a member of the Strategic Management Society and a member of the Industrial Marketing Purchasing (IMP) Group. She has published research articles on various topics of strategic management over the past 10 years. Bella is a reviewer of the International Marketing Management Journal. She has international experience in business consulting and executive education. Bella has demonstrated relationship-building skills and leadership skills in a broad international community. Stuart ORR, Chapters 1, 3, 4 and 11 have been written by Stuart Orr. Stuart is Professor of Strategic Management at Deakin University and chairs a number of senior university committees. He is Chief Editor of the World Management Journal, Chair of two annual international business conferences and has directed two of Australia?s largest MBA programs, owned and operated two commercial businesses, and was president of one of Australia?s largest NGOs. Stuart is currently Vice President of the Board of the Decision Sciences Institute (a global association of researchers), an honorary member of the Finance and Treasury Association of Australia and a Fellow of both the World Business Institute and Chifley Business School. He has published an extensive range of articles and books on strategic management over the past 25 years and has just co-authored a text titled Doing Business in China: Getting Ready for the Asian Century, published in 2012. Peter A. MURRAY, Chapters 2, 6, 8 and 10 have been written by Peter A. Murray. Peter is an Associate Professor of Management at the University of Southern Queensland and an experienced academic and researcher with over 50 journal articles, books and book chapters, with publications in leading journals. Currently, Peter is Associate Editor for the International Journal of Learning and Change and Australasian Editor for Management Decision. He is a regular reviewer for Management Learning, Asia Pacific Journal of Human Resources and Human Resource Management Journal, and sits on the editorial advisory Board for the South Asian Journal of Global Business Research. He is also an experienced consultant to global firms in strategic management and change. Peter has conducted consultancies and executive and group training across Australian and South-East Asia to leading government agencies and large corporate firms, including the Department of Public Works and Services, Hawker de Havilland, Sunrice, Energy Australia, B. Braun, and the Australian Nuclear Science and Technology Organisation.

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