ABSTRACT
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
section |96 pages
Theoretical lenses on non-market strategy
section |105 pages
Non-market foundations and structure
section |90 pages
Non-market impact and performance
chapter |15 pages
Environmental performance and non-market strategy
chapter |14 pages
States, markets, and the undulating governance of the global electric power supply industry
section |125 pages
Non-market context and challenges