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Acknowledgments

Many persons have contributed time, energy, ideas, and suggestions for improving this text
over 12 editions. The strength of this text is largely attributed to the collective wisdom,
work, and experiences of strategic-management professors, researchers, students, and
practitioners. Names of particular individuals whose published research is referenced in
this edition of this text are listed alphabetically in the Name Index. To all individuals
involved in making this text so popular and successful, I am indebted and thankful.
Many special persons and reviewers contributed valuable material and suggestions for
this edition. I would like to thank my colleagues and friends at Auburn University,
Mississippi State University, East Carolina University, and Francis Marion University. I have
served on the management faculty at all these universities. Scores of students and professors
at these schools helped shape the development of this text. Many thanks go to the following
15 reviewers of the prior edition whose comments shaped this thirteenth edition:
Moses Acquaah, The University of North Carolina at Greensboro
Charles M. Byles, Virginia Commonwealth University
Charles J. Capps III, Sam Houston State University
Neil Dworkin, Western Connecticut State University
John Frankenstein, Brooklyn College/City University of New York
Bill W. Godair, Landmark College, Community College of Vermont
Carol Jacobson, Purdue University
Susan M. Jensen, University of Nebraska at Kearney
Thomas E. Kulik, Washington University at St. Louis
Jerrold K. Leong, Oklahoma State University
Trina Lynch-Jackson, Indiana University NW, Purdue Calumet, Calumet College of
St. Joseph, Indiana Wesleyan University
Raza Mir, William Paterson University
Thomas W. Sharkey, University of Toledo
Jill Lynn Vihtelic, Saint Mary’s College
Michael W. Wakefield, Colorado State University–Pueblo
Individuals who develop cases for the North American Case Research Association
Meeting, the Midwest Society for Case Research Meeting, the Eastern Case Writers
Association Meeting, the European Case Research Association Meeting, and Harvard
Case Services are vitally important for continued progress in the field of strategic manage-
ment. From a research perspective, writing strategic management cases represents a valu-
able scholarly activity among faculty. Extensive research is required to structure business
policy cases in a way that exposes strategic issues, decisions, and behavior. Pedagogically,
strategic management cases are essential for students in learning how to apply concepts,
evaluate situations, formulate a “game plan,” and resolve implementation problems.
Without a continuous stream of updated business policy cases, the strategic-management
course and discipline would lose much of its energy and excitement.
Professors who teach this course supplement lecture with simulations, guest speakers,
experiential exercises, class projects, and/or outside readings. Case analysis, however, is
typically the backbone of the learning process in most strategic-management courses
across the country. Case analysis is almost always an integral part of this course.
Analyzing strategic-management cases gives students the opportunity to work in
teams to evaluate the internal operations and external issues facing various organizations
and to craft strategies that can lead these firms to success. Working in teams gives students
practical experience solving problems as part of a group. In the business world, important
decisions are generally made within groups; strategic-management students learn to deal