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Index
Cover
Title
Copyright
Dedication
Contents
List of illustrations
List of contributors
Acknowledgments
Foreword
SECTION A Theoretical lenses on non-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 uneasy interplay between non-market strategy and international relations
SECTION B 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
SECTION C Non-market impact and performance
12 Environmental performance and non-market strategy: the impact of inter-organizational 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
SECTION D 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?
Index
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