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.

section |96 pages

Theoretical lenses on non-market strategy

chapter |9 pages

Introduction

The evolution of non-market strategy in theory and practice
ByThomas C. Lawton, Tazeeb S. Rajwani

chapter |17 pages

Political knowledge and the resource-based view of the firm

ByJean-Philippe Bonardi, Richard G. Vanden Bergh

chapter |18 pages

An institutional perspective on non-market strategies for a world in flux

BySusan Feinberg, T. L. Hill, Izzet Sidki Darendeli

chapter |19 pages

How regulatory uncertainty drives integrated market and non-market strategy 1

ByAllison F. Kingsley, Richard G. Vanden Bergh

chapter |17 pages

A politics and public policy approach

ByDavid Bach

section |105 pages

Non-market foundations and structure

chapter |16 pages

Corporate social responsibility

ByJonathan P. Doh, Benjamin Littell

chapter |26 pages

Corporate political activity

ByAnna John, Tazeeb S. Rajwani, Thomas C. Lawton

chapter |21 pages

Non-market strategies in legal arenas

ByAriel A. Casarin

chapter |21 pages

Culture and international investment

ByRodrigo Bandeira-de-Mello

section |90 pages

Non-market impact and performance

chapter |15 pages

Environmental performance and non-market strategy

The impact of inter-organizational ties
ByThomas Graf, Carl Joachim Kock

chapter |25 pages

Corporate responsibility and stakeholder relationship impact

ByCarola Hillenbrand, Kevin Money, Abby Ghobadian

chapter |18 pages

Strategic CSR, value creation and competitive advantage

ByJedrzej George Frynas

chapter |16 pages

Managing non-market risk

Is it possible to manage the seemingly unmanageable? 1
ByJennifer Oetzel, Chang Hoon Oh

chapter |14 pages

States, markets, and the undulating governance of the global electric power supply industry

Scholarship meets practice
BySinziana Dorobantu, Bennet A. Zelner

section |125 pages

Non-market context and challenges

chapter |20 pages

Corporate climate change adaptation

An emerging non-market strategy in an uncertain world
ByPeter Tashman, Monika Winn, Jorge E. Rivera

chapter |17 pages

Stakeholder collaboration as a catalyst for development

Company–NPO partnerships in New Zealand
ByGabriel Eweje, Nitha Palakshappa

chapter |16 pages

Regional trade agreements

Non-market strategy in the context of business regionalization
ByGabriele Suder

chapter |18 pages

Wholly owned foreign subsidiary government relation-based strategies in the Philippines

Regulatory distance and performance implications
ByGeorge O. White, Thomas Hemphill

chapter |24 pages

Non-market strategy in Eastern Europe and Central Asia

ByYusaf H. Akbar, Maciej Kisilowski

chapter |22 pages

Jeitinho Brasileiro

Adopting non-market strategies in Brazil
BySusan Perkins, Ishva Minefee

chapter |6 pages

Conclusion

Where next for non-market strategy?
ByThomas C. Lawton, Tazeeb S. Rajwani