It is commonplace for today’s transnational enterprises to undertake political risk analysis when choosing foreign markets and creating entry strategies. Despite this, non-market elements of corporate strategy are less well researched than the traditional market-based perspectives.
Providing comprehensive and leading edge overviews of current scholarship, this Companion surveys the current state of the field and provides a basis for improving our understanding of the non-market environment, encouraging new insights to improve strategies for enhancing a firm’s performance and legitimacy.
With a foreword by David Baron, the international team of contributors includes Jean-Philippe Bonardi, Bennet Zelner, and Jonathan Doh, who combine to create a book that is essential reading for students and researchers in business, management, and politics, including those interested in business regulation, environmental policy, political risk and corporate social responsibility.
Table of Contents
Foreword (D. Baron) Part I: Theoretical Lenses on Mon-Market Strategy 1. Introduction: The evolution of non-market strategy in theory and practice (T.C. Lawton and T.S. Rajwani) 2. Political Knowledge and the Resource-Based View of the Firm (J-P Bonardi and R. Vanden Bergh) 3. An Institutional Perspective on Non-Market Strategies for a World in Flux (S. Feinberg, T.L. Hill, I. Sidki Darendeli) 4. How Regulatory Uncertainty Drives Integrated Market and Non-Market Strategy (A. Kingsley and R. Vanden Bergh) 5. A Politics and Public Policy Approach (D. Bach) 6. The Firm and International Relations Theory (S. McGuire) Part II: Non-Market Foundations and Structure 7. Corporate Social Responsibility (J.P. Doh and B. Littell) 8. Corporate Political Activity (A. John, T.S. Rajwani, T.C. Lawton) 9. Non-Market Strategies in Legal Arenas (A.A. Casarin) 10. Culture and International Investment (R. Mello) 11. Managing Business-Government Relationships Through Organizational Advocacy (H. Viney and P. Baines) Part III: Non-Market Impact and Performance 12. Environmental Performance and Non-Market Strategy: The impact of interorganizational ties (T. Graf and C.J. Kock) 13. Corporate Responsibility and Stakeholder Relationship Impact (C. Hillenbrand, K. Money, A. Ghobadian) 14. Strategic CSR, Value Creation and Competitive Advantage (J.G. Frynas) 15. Managing Non-Market Risk: Is it possible to manage the seemingly unmanageable? (J. Oetzel & C.H. Oh) 16. States, Markets, and the Undulating Governance of the Global Electric Power Supply Industry: Scholarship meets practice (S. Dorobantu and B. Zelner) Part IV: Non-Market Context and Challenges 17. Corporate Climate Change Adaptation: An emerging non-market strategy in an uncertain world (P. Tashman, M. Winn, J. Rivera) 18. Stakeholder Collaboration as a Catalyst for Development: Company-NPO partnerships in New Zealand (G. Eweje and N. Palakshappa) 19. Regional Trade Agreements: Non-market strategy in the context of business regionalization (G. Suder) 20. Wholly-Owned Foreign Subsidiary Government Relation-Based Strategies in the Philippines: regulatory distance and performance implications (G. White & T.A. Hemphill) 21. Non-Market Strategy in Eastern Europe and Central Asia (Y. Akbar and M. Kisilowski) 22. Jeitinho Brasileiro: Adopting non-market strategies in Brazil (S. Perkins and I. Minefee) 23. Conclusion: Where next for non-market strategy? (T.C. Lawton and T.S. Rajwani)
Thomas C. Lawton is Professor of Strategy and International Management at the Open University Business School, UK and Visiting Professor at the Tuck School of Business at Dartmouth, USA.
Tazeeb S. Rajwani is Senior Lecturer in Strategic Management at Cranfield School of Management, UK.
'The Routledge Companion to Nonmarket Strategy presents the current state of the art in the field and identifies a rich set of research opportunities for improving our understanding of the nonmarket environment, for developing new insights to improve strategy formulation and selection, and for empirically evaluating the effectiveness of strategies for enhancing a firm’s performance and legitimacy.' - Foreword from David P. Baron, University of Stanford, USA
'The authors of this volume have an exciting project: dragging the strategy discipline beyond the cliches of market competition towards full recognition of regulators, family networks, not-for-profits, pressure groups and state-owned enterprises as crucial actors in the contemporary environment. They advance a view in which markets are much more complex than traditionally seen.' - Richard Whittington, Professor, University of Oxford, UK
'A comprehensive, thorough, and contemporary examination of the field of non-market strategy. Each chapter is written by the leading figures of the discipline, and provides a complete and authoritative overview of the state of knowledge on some of the most central questions and debates. The whole spectrum of non-market activities is covered in this Companion - from corporate political activities and social responsibility, to climate change. No other non-market strategy book covers the same range of topics in this depth. This superb book is indispensable for any scholar or student of non-market strategy.' -Kamel Mellahi, Professor, University of Warwick, UK