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 |125 pages

Non-market context and challenges

chapter |20 pages

Corporate climate change adaptation

An emerging non-market strategy in an uncertain world

chapter |17 pages

Stakeholder collaboration as a catalyst for development

Company–NPO partnerships in New Zealand

chapter |16 pages

Regional trade agreements

Non-market strategy in the context of business regionalization

chapter |22 pages

Jeitinho Brasileiro

Adopting non-market strategies in Brazil

chapter |6 pages


Where next for non-market strategy?