Professor Graham Hubbard

Biography/ Background

Graham is 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.

Qualifications

·                    Ph D (University of Melbourne), ‘A Strategic Analysis of Takeover Behaviour in Australia’

·                    MBA (Cranfield University, UK)

·                    B Ec (University of Adelaide)

·                    Member, Australian Institute of Company Directors

·                    Member, Strategic Management Society

·                    Member, Academy of Management (US)

·                    Member, Australia and New Zealand Academy of Management

Publications

Books

 

Hubbard, G. Rice, J. and Beamish, P.  Strategic Management:  Thinking, Analysis and Action (3^rd ed), Pearson Education, 2008.

 

Hubbard, G. Samuels, D., Heap, S. and Cocks, G. The First XI:  Winning Organisations In Australia  (2^nd ed), Wiley, 2007.

 

Hubbard, G.  Strategic Management:  Thinking, Analysis and Action (2^nd ed), Pearson Education, 2004.

 

Hubbard, G. The Not-for Profit Director (2^nd ed), Australian Institute of Company Directors, 2003.

 

Hubbard, G. Samuels, D., Heap, S. and Cocks, G. The First XI:  Winning Organisations In Australia, Wiley, 2002.

 

Hubbard, G. Business Planning Workbook (5^th ed)  Australian Institute of Company Directors, 2001.

 

Hubbard, G. Strategic Management:  Thinking, Analysis and Action, Prentice Hall 2000.

 

Hubbard, G., Morkel, A., Davenport, S. and Beamish, P.,  Cases in Strategic Management, Prentice Hall, 2000.

 

Lewis, G., Morkel, A., Hubbard G., Stockport, G. and Davenport, S., Strategic Management:  Australia and New Zealand (2nd ed), Prentice Hall, 1998.

 

Hubbard, G., Pocknee, G. and Taylor, G., Practical Australian Strategy, Prentice Hall/AIM, 1996.

 

Lewis, G., Morkel, A., Hubbard G., Stockport, G. and Davenport, S., Cases in Strategic Management:  Australia and New Zealand (2nd ed), Prentice Hall, 1996.

 

Lewis, G., Morkel, A. and Hubbard, G., Australian Strategic Management:  Concepts, Context and Cases, Prentice Hall, 1993.

 

Lewis, G., Morkel, A. and Hubbard, G., Cases in Australian Strategic Management, Prentice Hall, 1991.

 

Hubbard, G., Accounting and Reporting for Superannuation Plans, Australian Accounting Research Foundation Discussion Paper No. 7, 1982.

 

Hubbard, G., Finance Leasing - A Guide for the Lessee in the U.K. Institute of Cost and Management Accountants, 1980.

 

Published Articles

Hubbard, G., ‘Corporate Social Responsibility:  From Sideline Specialist to Mainstream Activity’, in Columbus, F. (ed), Corporate Social Responsibility, Nova, 2008.

 

Hubbard, G. ‘Innovation in Winning Organisations in Australia:  Myths and Realities’, Inside the Innovation Matrix:  Finding the Hidden Human Dimensions, Australian Business Foundation, 2008.

 

Case studies on Coopers Brewery, National Australia Bank (A) and (B), Macquarie Bank and Orkla ASA in Hubbard, G., Rice, J. and Beamish, P. Strategic Management:  Thinking, Analysis and Action, (3^rd ed), Pearson, 2008

 

Hubbard, G. and Zubac, A. ‘Linking Learning, Customer Value and Resource Investment Decisions:  Developing Dynamic Capabilities’, Advances in Applied Business Strategy, 2008, Vol 10, pp 9-29.

 

Hubbard, G. ‘Determining Capabilities in Practice’, Advances in Applied Business Strategy, 2008, Vol 11, pp 189-206.

 

Zubac, A., Hubbard, G. and Johnston, L. ‘Rethinking Traditional Value Chain Logic’, Research in Competence-based Management, 2008, Vol 4.

 

Hubbard, G. ‘Measuring Sustainable Organisational Performance:  Beyond the Triple Bottom Line’, Business Strategy and the Environment, 2006, Vol 15.

 

Hubbard, G. ‘Measuring Sustainable Organisational Performance:  Win for You, Win for Me’, Monash Business Review, 2006, Vol 2, No 3, pp 25-29.

 

Hubbard, G. three chapters in CPA Australia Business Strategy and Leadership continuing professional development distance education subject, CPA Australia,  2004, 2005, 2006, 2007, 2008..

 

Hubbard, G. ‘Clear and Fuzzy Strategy’, Mt Eliza Business Review, Winter-Spring 2003.

 

Hubbard, G. ‘Winning Organisations:  Join the Elite 300 Percent Club’ Executive Excellence, 2003, May, Vol 20 No 5, p. 20.

 

Hubbard, G. ‘Leadership in Winning Organisations in Australia’, Mt Eliza Business Review,  2003, Summer- Autumn, pp 27-31.

 

Hubbard, G., Edwards, J-P., Gresswell, A. and Kent, P. ‘CEO Tenure, CEO-Chair Duality and Firm Performance in Australia’, Mt Eliza Business Review, Winter-Spring, 2002, pp 33-36.

 

Koch, A. and Hubbard, G. ‘Is the Fragmentation of Strategic Management a Handicap for Business’, Johannessen, T., Pedersen, A. and Petersen, K. Educational Innovation in Economics and Business VI, Kluwer, 2002, pp251-272.

 

Hubbard, G., “Target Practice”, Boss, November, 2001, pp 60-61

 

Hubbard, G., ‘Strategy and Dotcoms:  Can They Co-exist?’, Mt Eliza Business Review, June 2001.

 

Hubbard, G. and Koch, A. “How can Tertiary and Secondary Education Help Better Develop Strategic Management Skills of Business Graduates”, Kolegium Gospodarki Swiatowej, 2001, pp. 153-170.

 

Hubbard, G., “The Performance Cube:  How To Measure Organisational Performance”, Monash Mt Eliza Business Review, Vol 1 No 1, October 1997, pp.  13-18.

 

The L|E|K Partnership, Performance Measures in Australia:  How to Determine Meaningful Performance Measures in Today’s Dynamic Business Environment, December 1996

 

Invited contributor to Nicholson, N. (ed), Dictionary of Organizational Behaviour, Blackwell, UK, 1995, in the area of definitions of strategy terms.

 

Hubbard, G., Lofstrom, S. and Tully, R., “Improving the Due Diligence Process”, Mergers and Acquisitions, US, September 1994.

 

Hubbard, G., “The Implications of Internationalisation for Australia”, The Practising Manager, Vol 13 No 1, October 1992, pp 13-18.

 

Hubbard, G., “When Do Takeovers Make Sense?”, The Practising Manager, June 1991, pp 14-21.

 

Hubbard, G., “What’s in an Expert Report?”, Australian Accountant, September 1990, pp 28-40.

 

Hubbard, G., “The Corporate MBA - A New Development in MBA Education”, The Practising Manager, Vol 10 No 1, Spring-Summer 1989, pp 40-42.

 

Hubbard, G., “Changing Trends in MBA Education in Australia”, Journal of Management Development, Vol 9, No 6, 1990, pp 41-49.

 

Hubbard, G., “A Strategic Model for Assessing Takeover Success”, in Babian, H. and Glass, G. (eds), Handbook of Business Strategy, Warren, Gorham and Lamont, 1987, Chapter 15.

 

Hubbard, G., “Targetting the Takeover”, Professional Administrator, Vol 39, No 1, February 1987, pp 13-18.

 

Hubbard, G., “Important Issues Ignored in the Teaching (and Practice) of DCF Analysis”, Accounting Forum, Vol 7, No 2, June 1984.

 

Hubbard, G., “Uniform Provisions for the Management of Public Sector Superannuation Schemes”, Report prepared for the Victorian Economic and Budget Review Committee, April 1984.

 

Hubbard, G. and Meek, D., “Post-Completion Audit of Investment Projects”, Australian Accountant, September, 1983.

 

Hubbard, G., “Bidding and negotiation”, Deakin University MBA 872 (Mergers and Acquisitions) Week 8, 1983.

 

Hubbard, G., “The Takeover Process in Australia:  Manpower Costs and Other Matters”, Professional Administrator, January 1983.

 

Hubbard, G., “Decision Making”, Deakin University MBA 852 (Financial Management), Week 8, 1981.

 

Hubbard, G. and Sharp, P., “Valuing a Takeover Target”, Australian Accountant, October 1981.

 

Martin, T., Rome, G., Woodall, P. and Hubbard, G., Share Price Movements in Some Australian Takeovers”, Professional Administrator, October 1981.

 

Hubbard, G. and Hull, J. “Leave Valuation in the UK: Current Theory and Practice”, Journal of Business Finance and Accounting, Winter 1980.

 

Hubbard, G., “Superannuation Accounting and Reporting:  The Issues”, Chartered Accountant in Australia, September 1980.

 

Hubbard, G., “Leasing:  The Cash Flow Myth”, Management Accounting, February 1980.

 

Hubbard, G., “Does Leasing Conserve Cash Flow?”, Deakin University, Occasional Paper No 27, August 1980.

 

Hubbard, G., “UK Finance Leasing - A Survey”, Management Accounting, November 1979.

 

Conference Papers

Zubac, A. and Hubbard, G. ‘Creating Customer Value in Different Market Environments:  A Processual Study Linking Operational and Strategic Forms of Customer Learning’, Australian and New Zealand Academy of Management conference, Auckland, December, 2008.

 

Zubac, A. and Hubbard, G. ‘Using Resource-based Theory of the Firm to Develop Prescriptive Methods for Building Industry-level Competiencies and Stimulating Growth in the Economy’, Australian and New Zealand Academy of Management conference, Auckland, December, 2008

 

Hubbard, G. ‘The Future of Sustainability Reporting’, Strategic Management Society conference, Cologne, October, 2008

 

Koh, H., Hubbard, G., and  Seet, P, ‘Achieving High Growth and High Perfomracne Simultaneously’, Academy of Management, Los Angeles, August, 2008.

 

Zubac, A., Hubbard, G. and Johnson, L. ‘Using a Resource Investment and Payments Perspective to Explore Capital’s Institutional Dimension’, Academy of Management, Los Angeles, August, 2008.

 

Koh, H. and Hubbard, G. ‘Understanding Fast Growth and High Performance’, Australian and New Zealand Academy of Management conference,  Sydney, December 2007.

 

Zubac, A., Hubbard, G. and Johnson, L. ‘Extending Strategic Management’s Reach: 

Towards a Resource Investment Explanation of Firm Existence’, Academy of Management, Philadelphia, August 2007.

 

Hubbard, G., Zubac, A. and Johnson, L. ‘Linking Learning, Customer Value and Resource Investment Decisions:  Developing Dynamic Capabilities’, International Symposium on the Competence Perspective in Management Education, Practice and Consulting, Cape Town, December 2006.

 

Hubbard, G. ‘Determining Capabilities in Practice’, International Symposium on the Competence Perspective in Management Education, Practice and Consulting, Cape Town, December 2006.

 

Hubbard, G. and Seet, P., ‘Where Culture Meets Strategy:  Towards an Integrated Theory for Fast-Growing Organisations’, Australian and New Zealand Academy of Management conference, Rockhampton, December 2006.

 

Zubac, A., Hubbard, G. and Johnson, L. ‘The Resource Value Chain:  A Planning Framework for Developing an Optimal Configuration of the Firm, Australian and New Zealand Academy of Management conference, Rockhampton, December 2006.

 

Zubac, A. Hubbard, G. and Johnson, L. ‘Theory into Practice:  The Resource Value Chain and the Objective of the Optimally Configured Firm’. Australian and New Zealand Academy of Management conference, Rockhampton, December 2006.

 

Zubac, A., Hubbard, G. and Johnson, L. ‘The Patterns in Firms’ Reesource Investment Strategies:  Do Managers and Past Performance Shape Them?’, Academy of Management conference, Atlanta, August 2006.

 

Zubac, A., Hubbard, G. and Johnson, L. ‘The Resource Value Chain:  A Planning Framework for Developing an Optimal Configuration for a Firm’, Academy of Management, Atlanta, August 2006.

 

Hubbard, G. ‘Measuring Sustainable Organisational Performance’, Strategic Management Society conference, Orlando, October 2005.

 

Zubac, A., Hubbard, G. and Johnson, L. ‘Towards a Dynamic Theory of the Firm:  Moving Beyond the View that Firms are Bundles of Resources’, Academy of Management, Hawaii, August 2005.

 

Zubac, A., Hubbard, G. and Johnson, L. ‘Rethinking Traditional Value Chain Logic’, Academy of Management, Hawaii, August 2005.

 

Zubac, A., Hubbard, G. and Johnson, L. ‘A Resource-based View Theory of Firm Formation’, Enterprise and Innovation Research conference, Waikato, July 2005.

 

Zubac, A., Hubbard, G. and Johnson, L.  ‘Customer Value and the Resource-based View’, Australian and New Zealand Academy of Management, Dunedin, December 2004.

 

Hubbard, G. ‘The History of Winning:  Key Factors for Future Success’, keynote speech for Academy of World Business, Marketing and Management Development, July 2004.

 

Hubbard, G. ‘Strategy in Australia and the International Context’, keynote speech to South Australian Institute of Management, Adelaide, 2003.

 

Hubbard, G. ‘Strategy and Dotcoms:  Can They Co-exist?’, New Zealand Strategic Management Society, Waikato, February, 2001.

 

Hubbard, G. ‘Teaching With Cases’, Asian Business Case Writing Conference, Singapore, June 2000.

 

Hubbard, G. and Koch, A. “The Implications of Applying Competence-Based Strategic Management Theory to Strategic Management Education”, Fourth International Conference on Competence-Based Management, Norwegian School of Management, Oslo, June 1998.

 

Hubbard, G. and Kangsanant, V., “Towards a Unified Theory of Firm-Level Performance Measurement,” Australia and New Zealand Academy of Management Conference, Woollongong, December 1996.

 

Hubbard, G., “Towards a Unified Theory of Firm-Level Performance Measurement:  The Performance Cube”, Strategic Management Society Conference, Phoenix, November 1996.

 

Kangsanant, V. and Hubbard, G., “Measuring Firm-Level Performance - Tangible or Intangible?”, International Federation of Scholarly Associations of Management Conference, Paris, June 1996.

 

Hubbard, G. and Kangsanant, V., “Measuring Firm-Level Performance in Australia”, Australia and New Zealand Academy of Management Conference, Townsville, December 1995.

 

Hubbard, G. and Lofstrom, “Patterns of Success and Failure in Symbiotic Acquisitions:  The Role of Earned Independence”, Australia and New Zealand Academy of Management Conference, Townsville, December 1995.

 

Bromiley, P. and Hubbard, G., “What Do Organisational Theories Have to Say About Performance Measurement?”, Strategic Management Society Conference, Mexico City, October 1995.

 

Hubbard, G., “Successful Case Teaching:  A Workshop”, Australasian Strategic Management Conference, Melbourne, April 1995.

 

Hubbard, G., “The University as a Diversified Business:  Implications for Change”, Australasian Strategic Management Conference, Melbourne, April 1995.

 

Bromiley, P. and Hubbard, G., “Researchers and Top Managers:  How do they Measure Firm Performance?”, Academy of Management Conference, Dallas, August 1994, part of the Showcase Symposium, “Organisational Performance Reconsidered”.

 

Hubbard, G. and Bromiley, P., “How Do Top Managers Measure and Assess Performance?”, Strategic Management Society Conference, Chicago, September 1993.

 

Hubbard, G., “Measuring ‘Success’ In Acquisitions, Strategic Management Society Conference on Takeovers, Paris, June 1989.

 

Hubbard, G., “What Do We Really Know About Takeovers?”, Strategic Management Society Conference, Amsterdam, October 1988.

 

Hubbard, G., “Takeover Strategies and Post-Takeover Success”, Strategic Management Society Conference, Boston, October 1987.

 

Hubbard, G., “Financial Profiles of Different Takeover Strategies”, Strategic Management Society Conference, Singapore, October 1987.

 

Published Case Studies (not included in textbooks)

 

Hubbard, G. “Coopers Brewery”, Ivey Business School, University of Western Ontario, 2008.

 

Hubbard, G. and Hubbard, J. ‘National Australia Bank (A), Ivey Business School, University of Western Ontario, 2008.

 

Hubbard, G. and Hubbard, J. ‘National Australia Bank (B), Ivey Business School, University of Western Ontario, 2008.

 

Hubbard, G., Chameeva, T. and Shehovstev, V., “The Global Commercial Aircraft Industry”, European Case Clearing House, October 1994.

 

Hubbard, G., “Industrial Equity Ltd”, Cranfield School of Management, Case Clearing House of Great Britain, 1985.

 

Hubbard, G. and Robson, A., “J.W. Van Der Toorn B.V. “, Cranfield School of Management, Case Clearing House of Great Britain, 1981.

 

Hubbard, G. and Robson, A., “Yorkshire Bank Ltd”, Cranfield School of Management, Case Clearing House of Great Britain, 1980.

 

Unpublished Case Studies

 

Hubbard, J. and Hubbard, G. ‘The Australian Wine Industry:  An Industry in Transition’, 2007.

 

Hubbard, J. and Hubbard, G. ‘Australian Wine Industry in the US:  California Here I Come’, 2007.

 

Hubbard, J. and Hubbard, G. ‘Turnaround at National Australia Bank’, February 2006.

 

Perriera, L. and Hubbard, G. ‘The Australian Airline Industry (C): Virgin v. Qantas’, September 2005.

 

Hubbard, G. ‘ Macquarie Bank:  The Millionaires’ Factory’, 2005.

 

Hubbard, G. and Husby, E. ‘Orkla:  Time to Focus?’, 2004.

 

Hubbard, G. and Harris, N. ‘The Australian Funds Management Industry 2004’, 2004.

 

Hubbard, G., ‘Lend Lease (A):  From Contract Builder to Global Real Estate’, 2004.

 

Hubbard, G. ‘ Lend Lease (B):  The Globalisation Disaster’, 2004.

 

Hubbard, G. ‘Burns Philp (B):  Turnaround’, 2004

 

Hubbard, G. and Dube, U. “The Australian Airline Industry (A) and (B)”, 2002.

 

Winter, S., Samuels, D. and Hubbard, G. “Pharmacy Retailing in Australia – Maintaining a Stronghold”, 2002.

 

Luan, S., and Hubbard, G. “PHI – China Strategy”, 2002.

 

Hubbard, G. and Chameeva, T., “The Commercial Aircraft Industry:  East Meets West”, 1995.

 

Entry last updated: Tuesday, 26 May 2009