This book was made possible through the academic and intellectual support from colleagues at the Ivey Business School at the University of Western Ontario (UWO), and others across the country. The primary stimulus for this book was the ongoing need for new, high-quality Canadian material.

Having decided to produce a book of cases in strategic management, a number of other decisions were made: (1) to bring together primarily Canadian cases written not only at Ivey, but by faculty across North America; (2) to include only decision-oriented cases, which arguably provide the best training for future managers; and (3) to include cases dealing with international business, high-technology industries, service industries, not-for-profit industries, and business ethics.

Much useful feedback was solicited and received on the sixth edition from colleagues at institutions across Canada. This included detailed reviews from:

Anthony Atkinson, University of Waterloo
Michele Bowring, University of Manitoba
Shamshud Chowdhury, Dalhousie University
Gary Holtom, University of Victoria
Jack Ito, University of Regina
Knud Jensen, Ryerson University
Theodore Peridis, York University
Bryan Poulin, Lakehead University

This edition contains 14 new cases. New cases were written or selected not only for their ability to achieve the desired pedagogical objectives, but with an eye to retaining student interest. Some of the new cases deal with such topical issues as terrorism, the Internet, volunteerism, and the environment; and are set in industries ranging from ice hockey to hot dogs to fireworks to television.

Professors wishing to delve deeply into certain industries have the option of reorganizing the available material. The book contains 3 or more cases in each of the following industry groups:

• publishing
• recreation
• furniture
• entertainment
• consumer products

The cases themselves have been organized into the 10 subject areas which follow. These subject areas closely follow the current, mainstream approach to the teaching of strategic management.

1. Introduction to the Role of the General Manager
2. Environmental and Industry Analysis
3. Strategy and the General Manager's Preferences/Values
4. From Values to Ethics to Social Responsibility
5. Strategy and Resources/Capabilities
6. Strategy and Market Diversification
7. Using Technology for Strategic Advantage
8. Organization Design
9. Governance/Boards of Directors
10. Managing Strategic Change

A comprehensive Case Teaching Notes package is available to text adopters. This Case Teaching Notes manual contains detailed teaching notes for all of the cases. It also includes an overview of the cases, possible industry groupings, case sequencing and possible course outlines, follow-up cases, and web addresses.

I am indebted to several groups of people for assisting in the preparation of this book. First, I am grateful to the case contributors from Ivey, and wish to thank Tima Bansal, Terry Deutscher, Nick Fry, Jeffrey Gandz, Mary Heisz, Amy Hillman, the late Bud Johnston, Gerry Keim, Allen Morrison, and Larry Tapp, plus the following doctoral and research assistants Claude Calleja, Nikhil Celly, Changwha Chung, Gayle Duncan, Scott Hill, Barbara Jenkins, Akash Kapoor, Philip Antoine Kendis, Colleen Lief, Mope Ogunsulire, Marty Ostermiller, Gail Robertson, Ian Sullivan, Jingan Tang, and Shari Ann Wortel.

Cases were also contributed by colleagues from other institutions:

Mary Brooks, Dalhousie University
Cyril Bouquet, York University
Andrew Delios, National University of Singapore
Anthony Goerzen, University of Victoria
Trevor Hunter, University of Western Ontario
Ruihua Jiang, Lehigh University
Geoffrey Lewis, University of Melbourne
Michael H. Moffett, Thunderbird, AGSIM
Kent E. Neupert, Boise State University
Detlev Nitsch, Wilfrid Laurier University
Thomas Poynter, St. John's, Newfoundland
Kannan Ramaswamy, Thunderbird, AGSIM
Joachim Schwass, IMD Switzerland
Ulrich Steger, IMD Switzerland
Robert W. Sexty, Memorial University
John Ward, IMD Switzerland
C. Patrick Woodcock, University of Ottawa

In addition, I wish to thank the various executives who provided the required access to complete the cases in this book, and to recognize those students on whom the cases were tested for classroom use.

I look forward to your feedback.

Paul W. Beamish