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OverviewIt 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. Full Product DetailsAuthor: Thomas C. Lawton (Open University, UK and Tuck School of Business, Dartmouth College, USA) , Tazeeb S. Rajwani (Cranfield University, UK)Publisher: Taylor & Francis Ltd Imprint: Routledge Dimensions: Width: 17.40cm , Height: 2.80cm , Length: 24.60cm Weight: 0.907kg ISBN: 9780415712316ISBN 10: 0415712319 Pages: 426 Publication Date: 29 April 2015 Audience: College/higher education , Tertiary & Higher Education , Postgraduate, Research & Scholarly Format: Hardback Publisher's Status: Active Availability: In Print  This item will be ordered in for you from one of our suppliers. Upon receipt, we will promptly dispatch it out to you. For in store availability, please contact us. Table of ContentsReviews'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 '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 Author InformationThomas 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. Tab Content 6Author Website:Countries AvailableAll regions |
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