| Description |
x, 324 pages : illustrations ; 25 cm |
| Contents |
Contents note continued: Background and context -- Early influences on capability formation -- Implementation of cleaner technology -- Developing capability in process development -- Role of external help -- Summary -- Discussion questions -- References -- ch. 8 Innovation and public policy: Building management capability in Australian SMEs / Roy Green -- Background -- The policy context - legitimising frameworks -- A framework for program design parameters -- The policy context - evolution of SME capability policy in Australia -- Building capability in SMEs - the Enterprise Connect program -- Summary and overview -- Discussion questions -- References -- ch. 9 Empowering medical practitioners to innovate: The case of rural primary healthcare in Wellsford, New Zealand / Kenneth Husted -- Innovative societal solutions through transdisciplinary research -- Factors influencing health systems -- CCPHO's transdisciplinary approach to rural primary health service -- Summary -- |
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Contents note continued: Developing the values -- Organisation processes to achieve change -- Role of Results Consulting in the change -- HRM strategies to support the change -- Regular and systematic reviews, focus and communication -- Resistance to change -- Summary and overview -- Discussion questions -- References -- Acknowledgements -- ch. 20 Leadership and motivational challenges in the Australian IT sector / Jane P Murray -- Company background and context -- Motivational challenges -- Summary -- Discussion questions -- ch. 21 Transformational leadership in a public sector agency / Ashly Pinnington -- Introduction -- Problems -- Change in the macro environment and in the public sector -- The agency's approach -- Review of the transformational and transactional leadership approaches -- Conclusion and new challenges -- Discussion questions -- References -- pt. V People Management and HRM -- |
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Contents note continued: Discussion questions -- References -- ch. 10 Applying innovation in information systems management: Ingersoll-Rand Corporation / David O'Sullivan -- Background -- Challenge -- Methodology -- Summary -- Discussion questions -- Further reading -- ch. 11 Becoming an innovative learning organisation / Rachel Milliard -- Background and context -- Business development challenges and opportunities at CIT -- The learning organisation principles -- Towards achieving a learning organisation at CIT -- Evaluating progress - one year later -- Summary -- Discussion questions -- References -- pt. III Integration, Culture and Change Management -- ch. 12 Changing organisational hierarchies / Rory Donnelly -- KnowledgeCo: Background and context -- Summary -- Discussion questions -- References -- ch. 13 In for the long haul? Family business succession at HaulageCo / Rowena Barrett -- The business and family contexts -- Crowing up in the family business -- |
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Contents note continued: Full-time employment in the family business -- Taking over the reins to the family business -- Discussion questions -- References -- ch. 14 Workplace wellness within a university framework / Tristan Smith -- Background and context -- Workplace wellness at Grey Gum University -- Employee attitudes at Grey Gum University -- Managers' attitudes at Grey Gum University -- ROI and upper management support -- Summary -- Discussion questions -- Reference List -- ch. 15 Age discrimination at Virgin Blue Airlines Pty Ltd / Ben French -- Background -- Context -- Facts of the case(s) -- Basis of complaint -- Decision -- Discussion questions -- Suggested further reading -- ch. 16 Understanding change: Conflict, resistance and misbehaviour in the workplace / Keith Townsend -- Background and context -- Managerial philosophy -- Conflict, resistance and misbehaviour at Frozone -- Discussion questions -- References -- pt. IV Management Leadership -- |
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Contents note continued: Implications for organisational development -- Discussion questions -- References -- ch. 4 Human resource strategy at The Coffee Club Group / Ashlea Kellner -- Introduction -- Business overview -- The risk of Corporate Office liability -- The risk of franchisees damaging the brand -- Determining the best approach to HRM -- The chosen strategy for support at The Coffee Club Group -- Summary -- Discussion questions -- Further reading -- ch. 5 Drivers of technology adoption within health care supply chain networks / Vikram Bhakoo -- Background and context of the study -- Bonton Group -- Snapx Inc. -- Melbourne Metropolitan Hospital -- Discussion questions -- ch. 6 Rigidity as a cause and effect in SME business failure / Olav Muurlink -- Introduction -- Threat rigidity and crisis response -- The crisis -- The end game -- Discussion questions -- References -- pt. II Corporate Innovation -- ch. 7 Dynamic capability in action at PharmaCorp / Rachel Hilliard -- |
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Contents note continued: Suggested further reading -- ch. 35 Emiratization: Challenges of strategic and radical change in the United Arab Emirates / Linzi Kemp -- Introduction and background -- Emiratization: Females in the workforce -- Emiratization: The driving force for change -- Barriers to Emiratization -- Overcoming resistance to Emiratization -- Conclusion/summary -- Discussion questions -- References -- ch. 36 Survival and outsourcing in the South African clothing and textiles industry: The case of ClothTran / Geoffrey Wood -- The context -- The industry -- The case study organisation -- Issues in employment practices -- Key issues -- Discussion questions -- References |
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Contents note continued: Summary -- Discussion questions -- References -- ch. 32 From local to global: Cross-cultural adaptation at Ainsley Accoutrements / Kate Hutchings -- Background and context -- Establishing the factory in China -- Appointing an Australian manager to the Chinese operations -- Poor quality manufacturing and poor quality international management -- Adding spousal non-adaption into the mix -- Summary -- Discussion questions -- ch. 33 Managing diverse workgroups in Islamic cultures / Ebrahim Soltani -- Background and context -- The company quest for diverse workgroups -- Diverse workforce's perception of diversity and equality -- Manipulating the diverse workgroups -- Summary -- Discussion questions -- Further reading -- ch. 34 Strategy and people management in China: The case of a large, private auto plant / Fang Lee Cooke -- Background and context -- Professionalisation of managers -- Engagement of shopfloor employees -- Summary -- Discussion questions -- |
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Contents note continued: The dynamics of voice in BritCo Ireland: Republic of Ireland -- Summary -- Discussion questions -- ch. 26 Learning on the job in UK TV production / Dimitrinka Stoyanova -- Internal labour markets and the ̀community of practice' before 1990 -- Fragmented labour markets and learning on the job after 1990 -- Summary and overview -- Discussion questions -- Useful readings -- References -- ch. 27 Diversity and policing: Doing gender at Victoria Police / Georgina Caillard -- Background and context -- Strategies, policies, plans and initiatives -- Multiple measures -- Soft policing? -- Summary and overview -- Discussion questions -- Acknowledgements -- References -- ch. 28 A high performance work system in a multi-stakeholder context / Paul Boselie -- Introduction -- Important aspects in creating an HPWS -- Discussion questions -- References -- pt. VI Global innovation, Strategy and People Management -- |
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Contents note continued: ch. 17 Leadership during change at Qantas / Peter J Jordan -- Background and context -- Regulation of the airline industry -- Australia's airlines in crisis: The domestic pilots' dispute -- Privatisation of airlines -- Timeline for the Australian airline industry -- Competition strategy among airline carriers -- Leadership at Qantas during organisational change -- Summary -- Discussion questions -- References -- ch. 18 Managing leadership talent in creative industries / Herman H M Tse -- Background and text -- The appointment of a new CEO -- Recruitment process -- David Roger's decision -- Melissa Mayfield's management and leadership -- Summary -- Discussion questions -- Bibliography -- ch. 19 Leading change at all levels of Defence Signals Directorate / Craig Cardinal -- Background and context of the organisation -- Organisation details -- Responding to demands for change in the public sector environment -- Leading change: Profile of the change leader -- |
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Contents note continued: ch. 22 McDonald's UK: Enhancing corporate reputation and developing an employer brand / Stephen Taylor -- Background and context -- Employer branding initiatives -- Evaluation -- Summary -- Discussion questions -- References -- ch. 23 ̀Unhappy families': Job and reward strategies in a college theatre / Glen Jenkins -- The problem -- Discussion questions -- References -- ch. 24 The role of line managers and employee voice in the restaurant industry / Mick Marchington -- Background and context -- The role of line managers -- Line management style and informal EIP -- Summary and overview -- Discussion questions -- References -- ch. 25 Union and non-union employee representation at BritCo Ireland / Jimmy Donaghey -- Background and context -- The arrangements for employee voice in BritCo Ireland: Northern Ireland -- The dynamics of voice in BritCo Ireland: Northern Ireland -- The arrangements for employee voice in BritCo Ireland: Republic of Ireland -- |
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Contents note continued: ch. 29 Reuters: Human Resource Management in global perspective / Chris Brewster -- Introduction -- Reuters context -- Being pragmatic in strategy -- Keeping global HRM aligned with the business context -- Accommodating reverse processes -- Nuancing the regional role -- Summary and overview -- Discussion questions -- References -- Acknowledgements -- ch. 30 Implementing HRM within multinational corporations: Localisation or global standardisation? / Anastasia Kynighou -- Background -- History of the local sub-unit -- Size and market position -- HR department and HR philosophy -- Implementation of HRM practices: Localisation v standardisation -- Summary -- Discussion questions -- References -- ch. 31 Managing international talent in a highly decentralised multinational enterprise / Hugh Scullion -- Introduction -- Background and context -- International business growth strategy -- The corporate HR function -- Managing international talent in EBMC -- |
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Machine generated contents note: ch. 1 Integrating innovation, strategy and people management: Introduction and overview / Adrian Wilkinson -- Structure of book and cases -- Content and themes -- Becoming an innovative learning organisation -- pt. I Strategy and Strategic Management -- ch. 2 Bulmers original cider: A case of strategic positioning for market expansion / Paul Ryan -- Background and introduction -- The legacy of cider's abysmal image -- Industry measures -- Further repositioning tactics -- Success in the end? -- Discussion questions -- ch. 3 A case study in organisational analysis and organisational development / Les Worrall -- The context -- The need for information and intelligence to inform the organisational development process -- The design of the questionnaire and the wider research process -- The key themes for analysis -- Communicating the results -- What were the key issues that the surveys exposed and how did the council react to them? -- |
| Summary |
Ideal for applied learning courses at undergraduate, at postgraduate and at MBA level, Case Studies in Global Management: Strategy, Innovation and People Management offers students and educators a bank of focused and developed case studies that deliver a deeper level of learning through practical application. The style is critical and pragmatic. The case studies are real life examples from people management, corporate strategy, innovation studies, organizational analysis and learning and development. The casebook can be used as an accompanied text for in-class learning, assessment papers and presentations or as a case study examination too. Cases include: Virgin Blue Airlines, Qantas, McDonald s UK, and other international companies and organizations |
| Analysis |
Economics, business, industry (Australia) |
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Management (Australia) |
| Bibliography |
Includes bibliographical references and index |
| Subject |
International business enterprises -- Management -- Case studies.
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International business enterprises -- Management.
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Strategic planning -- Case studies.
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Technological innovations -- Management -- Case studies.
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| Genre/Form |
Case studies.
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| Author |
Dundon, Tony, 1962- editor of compilation
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Wilkinson, Adrian, 1963- editor of compilation
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| ISBN |
0734611137 |
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9780734611130 |
