Table of Contents

Foreword by D. Baron Part I: Theoretical Lenses on Mon-Market Strategy 1. Introduction: The evolution of non-market strategy in theory and practice 2. Political Knowledge and the Resource-Based View of the Firm 3. An Institutional Perspective on Non-Market Strategies for a World in Flux 4. How Regulatory Uncertainty Drives Integrated Market and Non-Market Strategy 5. A Politics and Public Policy Approach 6. The Firm and International Relations Theory Part II: Non-Market Foundations and Structure 7. Corporate Social Responsibility 8. Corporate Political Activity 9. Non-Market Strategies in Legal Arenas 10. Culture and International Investment 11. Managing Business-Government Relationships Through Organizational Advocacy Part III: Non-Market Impact and Performance 12. Environmental Performance and Non-Market Strategy: The impact of interorganizational ties 13. Corporate Responsibility and Stakeholder Relationship Impact 14. Strategic CSR, Value Creation and Competitive Advantage 15. Managing Non-Market Risk: Is it possible to manage the seemingly unmanageable? 16. States, Markets, and the Undulating Governance of the Global Electric Power Supply Industry: Scholarship meets practice Part IV: Non-Market Context and Challenges 17. Corporate Climate Change Adaptation: An emerging non-market strategy in an uncertain world 18. Stakeholder Collaboration as a Catalyst for Development: Company-NPO partnerships in New Zealand 19. Regional Trade Agreements: Non-market strategy in the context of business regionalization 20. Wholly-Owned Foreign Subsidiary Government Relation-Based Strategies in the Philippines: regulatory distance and performance implications 21. Non-Market Strategy in Eastern Europe and Central Asia 22. Jeitinho Brasileiro: Adopting non-market strategies in Brazil 23. Conclusion: Where next for non-market strategy?

About the Author

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.

Reviews

'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