Relevant bibliographies by topics / Nonmarket strategies

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Nonmarket strategies'

Author: Grafiati
Published: 4 June 2021
Last updated: 9 February 2022

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Journal articles on the topic "Nonmarket strategies"

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Voinea, Cosmina Lelia, and Hans van Kranenburg. "Feeling the Squeeze: Nonmarket Institutional Pressures and Firm Nonmarket Strategies." Management International Review 58, no. 5 (July 3, 2018): 705–41. http://dx.doi.org/10.1007/s11575-018-0355-1.

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Valente, Mike. "Nonmarket response strategies: a typology of market and nonmarket strategy interrelatedness." International Journal of Sustainable Strategic Management 1, no. 3 (2009): 285. http://dx.doi.org/10.1504/ijssm.2009.026283.

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Hajmohammad, Sara, Anton Shevchenko, and Stephan Vachon. "Addressing supplier sustainability misconducts: response strategies to nonmarket stakeholder contentions." International Journal of Operations & Production Management 41, no. 8 (May 18, 2021): 1272–301. http://dx.doi.org/10.1108/ijopm-01-2021-0018.

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PurposeFirms are increasingly accountable for their suppliers' social and environmental practices. Nonmarket stakeholders nowadays do not hesitate to confront buying firms for their suppliers' misconducts by mobilizing demonstrations, social media campaigns and boycotts. This paper aims to develop a typology of response strategies by targeted firms when they face such contentions and to empirically investigate why these strategies vary among those firms.Design/methodology/approachDrawing on social movement and stakeholder salience theories, the authors develop a set of hypotheses linking their typology of four response strategies to three key contextual factors – nonmarket stakeholder salience, nonmarket stakeholder ideology and the target firm reputation – and examine them using a vignette-based experiment methodology.FindingsThe results suggest that nonmarket stakeholder salience significantly impacts the nature of response (reject or concede), whereas the nonmarket stakeholder ideology is significantly related to the intensity of response (trivial or vigorous). Interestingly, the firms' reputation was found to have no significant effect on their response strategy when they faced stakeholder contentions.Originality/valueThis paper adds both theoretical and methodological value to the existing literature. Theoretically, the study develops and tests a comprehensive typology of response strategies to nonmarket stakeholder contentions. Methodologically, this study is original in leveraging a vignette-based experiment that allows establishing causal factors of response strategies following a supplier sustainability misconduct.
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Aggarwal, Vinod K. "Corporate Market and Nonmarket Strategies in Asia: A Conceptual Framework." Business and Politics 3, no. 2 (August 2001): 89–108. http://dx.doi.org/10.2202/1469-3569.1020.

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Despite recent currency crises, most of the Asia-Pacific economies continue to be among the most attractive markets in the world and now appear to be recovering rapidly. An important element in understanding the dynamics of firm strategies in Asia is the nature of nonmarket strategies, which concern efforts to respond to and influence the political-economic-social environment. To examine such nonmarket strategies and how they fit with other firm tasks, this article first focuses on “positional analysis”—that is, how market forces, firm competencies, and the nonmarket environment influence the choice of trade, investment, or some mix, at the national, regional, or global level. It then considers the nature of “strategic analysis,” consisting of a firm's choices of market arena, a transaction cost analysis of organization forms for market penetration, and a distributive politics analysis of nonmarket issues. These factors combine to influence the firm's integrated strategic choice. Implementation of this choice is based on “tactical analysis” that focuses on the market, organizational, and nonmarket tactics that firms must pursue to succeed with their chosen strategy.
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Baron, David P. "Integrated Market and Nonmarket Strategies in Client and Interest Group Politics." Business and Politics 1, no. 1 (April 1999): 7–34. http://dx.doi.org/10.1515/bap.1999.1.1.7.

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This paper provides a model of integrated market and nonmarket strategies in the context of an industry facing regulation that differentially affects the firms in the industry. The regulation is chosen in a majority rule institution, and to affect the stringency of the regulation, the firms in the industry can take nonmarket action in the form of providing support to legislators based on how they vote. The nonmarket action is considered in the context of client and interest group politics, where the latter involves competition with an environmental interest group. An integrated strategy is composed of the firm's strategy for its market environment and its strategy for its nonmarket environment. Also the integrated strategies of the firms must constitute an equilibrium in their market competition and an equilibrium for their nonmarket competition, including that with the environmental interest group. Collective action in the form of coalition building and rent chain mobilization is also considered.
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van Kranenburg, Hans, and Cosmina Lelia Voinea. "Nonmarket strategies predictors for foreign firms." Scandinavian Journal of Management 33, no. 2 (June 2017): 82–92. http://dx.doi.org/10.1016/j.scaman.2017.03.001.

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Krehbiel, Keith. "Pivotal Politics: A Refinement of Nonmarket Analysis for Voting Institutions." Business and Politics 1, no. 1 (April 1999): 63–81. http://dx.doi.org/10.1515/bap.1999.1.1.63.

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With increasing regularity managers must address nonmarket as well as market problems. A common U.S. manifestation of this often-unwelcome reality is the abrupt emergence of a “Washington problem,” such as a piece of hostile legislation gathering momentum in the Congress. Although most business leaders today realize that doing nothing is rarely a viable response many activist nonmarket strategies are likewise problematic. For example even in the rare instances in which companies have the resources to devote to last-minute cover-the-Capitol blitzes such strategies are rarely effective and invariably wasteful. On any given issue a significant minority of legislators will oppose the lobbying manager's recommendations no matter what and a sizeable minority will favor them no matter what. Effective nonmarket strategies in contrast consist of knowing enough about governmental processes to ascertain who are the likely pivotal voters. This article presents a theory that provides a parsimonious way to think about pivotal voters in separation-of-power situations. Ultimately the theory provides guidance for the formation of more efficient and effective nonmarket strategies.
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Bonardi, Jean-Philippe. "Market and Nonmarket Strategies During Deregulation: The Case of British Telecom." Business and Politics 1, no. 2 (August 1999): 203–31. http://dx.doi.org/10.1515/bap.1999.1.2.203.

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From the 1970s to the 1990s, British Telecom (BT), the main telecommunications operator in Britain, underwent a dramatic revolution. The former public administration, often considered inefficient and hardly innovative, became a private company, and now aims to become one of the most dynamic giant telecom players, delivering everything from simple voice calls to advanced eCommerce services all over the world. These changes in the market arena were accompanied by some wide changes in the nonmarket arena, i.e. the institutional and regulatory environment of the British telecom market. This case study analyzes the changes in these two arenas to understand how market and nonmarket strategies may be combined by British Telecom to generate a competitive advantage in a deregulated environment.
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Parnell, John, and Malcolm Brady. "Capabilities, strategies and firm performance in the United Kingdom." Journal of Strategy and Management 12, no. 1 (February 18, 2019): 153–72. http://dx.doi.org/10.1108/jsma-10-2018-0107.

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PurposeThe purpose of this paper is to investigate the influence of internal capabilities and environmental turbulence on market (e.g. cost leadership and differentiation) and nonmarket (e.g. political and social) strategies (NMS), and considers how these strategies impact financial and non-financial performance in firms in the United Kingdom.Design/methodology/approachA survey was administered online to 215 practicing managers in the UK. Measures for competitive strategy (i.e. cost leadership and differentiation), NMS, strategic capabilities, market turbulence and firm performance were adopted from or based on previous work. Hypotheses were tested via SmartPLS.FindingsFindings underscore the impact of market turbulence across all market and nonmarket strategy dimensions. Multiple links between capabilities and strategies were identified. Both cost leadership and differentiation were significantly linked to non-financial performance, but only differentiation was significantly linked to financial performance. An increased emphasis on social NMS was linked to higher financial performance, but not non-financial performance. Political NMS was linked to neither financial nor non-financial performance.Research limitations/implicationsThe sample included managers in multiple industries. Self-typing scales were utilized to measure market turbulence, emphasis on capabilities, strategic emphasis and firm performance.Practical implicationsEmphasis on social NMS can promote financial performance, but political NMS does not appear to drive either financial or non-financial performance.Originality/valueThis paper provides empirical support for a UK-based model linking market turbulence, strategic capabilities, market and nonmarket strategies, and both social and firm performance. It supports NMS as a key performance driver, but with caveats.
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Humphreys, John H., Dragan Loncar, Guclu Atinc, Mario Hayek, and Milorad M. Novicevic. "An Integrated Framework of Market and Nonmarket Strategies for Demoralized Transition Economies." Journal of East European Management Studies 25, no. 1 (2020): 84–104. http://dx.doi.org/10.5771/0949-6181-2020-1-84.

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In the extant literature, transition economies are sporadically addressed under the moniker of emerging economies and often only through calls for more contextualized research. Moreover, not all transition economies are emerging, as attempts at rapid transformation have resulted in economic deterioration as well. Yet, we lack models that approach the coordination of market and nonmarket strategies in contexts experiencing ongoing economic malaise. Accordingly, we examined the institutional and market strategies of Frikom, a regional ice cream producer profiting in the demoralized transition economy of Serbia, to identify antecedents to socio-cultural demoralization, elaborate a reconstructed view of nonmarket strategy in a demoralized transition economy, and conceptualize an integrated alignment model for firms competing in demoralized transitional economic environments.
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Dissertations / Theses on the topic "Nonmarket strategies"

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Khoury, Jacqueline Nabil Shockry. "The sustainable routes to formulating nonmarket strategies." Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/104524.

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Thesis: S.M. in Management Studies, Massachusetts Institute of Technology, Sloan School of Management, 2016.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 58-60).
"This phosphate was produced sustainably." This thesis researches the relationship between the nonmarket environment and nonmarket strategies and further explores the routes companies have taken in embedding sustainability and formulating non-market strategies in their main business to better sustain the long livelihood of corporations. Examples will be drawn from multiple companies' case studies, as well as an indepth case study of OCP, Office Cherifien des Phosphates, a company in the extractive industry. Additional insight is provided from interviews conducted with corporate executives and experts in the fields of strategy and sustainability. The findings reveal an urgent need for integrating nonmarket strategies in a firm's main strategy and revealed similarities in how they were formed. The thesis concludes with a framework for companies to build nonmarket strategies that will help them move towards a more sustainable future.
by Jacqueline Nabil Shockry Khoury.
S.M. in Management Studies
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Gonzalez, Rodriguez Nancy Patricia. "Innovation and nonmarket strategies in environments with dominant firms| The case of the non-dominant firms in the Latin American telecommunications market." Thesis, Instituto Tecnologico y de Estudios Superiores de Monterrey (Mexico), 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3585549.

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In this dissertation I investigated how non-dominant firms manage their nonmarket environment when they face the presence of firms with strong political and market power. I conducted a case study of the telecommunications market in Mexico, Chile and Uruguay. A total of 52 informants were interviewed including regulatory and legal affairs executives, innovation executives, regulators and government officials, scholars, and consultants. I argue that an institutional framework that imposes barriers for competition in the market through limited access to resources and lack of clarity in the decision-making results in less innovation or innovation at a slower pace. Also, actions taken by the regulatory authorities in favor of competition impose competitive pressures in the market that result in more innovation. The results show that non-dominant firms in these markets develop nonmarket strategies following two strategic perspectives: operational and prospective. These strategies rely on a different set of tactics and rhetoric compared to dominant firms and its effectiveness depend on the characteristics of the institutional environment. This dissertation attempts to provide a better understanding of the competitive industry dynamics helpful for the design and implementation of integrated innovation and nonmarket strategies. Additionally, the results of this study might provide insight for antitrust and industry-specific regulators that aim to incentivize innovation in the market.

Keywords: nonmarket strategies, Latin America, telecommunications market.

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Waritimi, Ekpobomene. "Stakeholder management in practice : evidence from the Nigerian oil and gas industry." Thesis, Durham University, 2012. http://etheses.dur.ac.uk/3558/.

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Stakeholder management relates to how business organisations manage their relationships not only with their market stakeholders, but also with their nonmarket stakeholders. It requires firms and business managers to identify and develop effective strategies to balance the interests of many diverse groups or constituents. This requirement has of course been judged to be impractical by those who uphold narrow traditional views about how a firm operates; and is unsupported by those who believe that asking managers to focus on the interests or concerns of groups of constituents that do not directly contribute to the economic achievements or strategic objectives of a firm, is a distraction and an attempt to derail corporate objectives. However, in spite of the criticisms levelled against the notion of stakeholder management, firms can no longer ignore the fact that there are constituents who can affect, and are affected by their business objectives. The aim of this research is to illustrate the practical implications of stakeholder management by exploring how multinational oil corporations operating in the Nigerian oil and gas industry manage their relationships with nonmarket stakeholders; such as the local communities who are affected by their operations. In order to achieve the aims of this research, a case study approach has been adopted; the case study companies include Shell Petroleum Development Company (Shell), Total Exploration and Production (Total), and the Nigerian Agip Oil Company (AGIP). Furthermore, to achieve a balanced perspective regarding the stakeholder management practices of the oil companies, the research incorporates the views of stakeholders from local communities, and those from non-governmental organisations (NGOs). A mixed methods research strategy is employed in the data collection and analysis process to achieve not just triangulation, but also to assist in the comprehension of the research findings. The research established that each of the companies being studied has employed different stakeholder management strategies in order to manage their relationships with the local communities. The strategies employed by the companies, however, appear not to address the issue of environmental impact; the concern which triggered the breakdown in the relationship between the oil companies and the local stakeholders in the first place. They have instead mostly focused on ameliorating the socio-economic issues resulting from oil exploration and production activities, in part as a consequence of pressure from the local communities themselves. Additionally, the findings indicate that the companies have employed hostile and controlling engagement strategies such as intimidation, appeasement, and manipulation, when dealing with local community stakeholders. These strategies are believed to have undermined the quality of their relationship with the local communities. The most notable consequence of these engagement practices is damaged trust amongst community members, as well as between the communities and the oil companies. The findings of this research have strong implications for stakeholder theory, as well as future research into stakeholder management practices, particularly in relation to non-contractual or nonmarket stakeholders; they also shed light on several important practical issues in business management.
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Seeringer, Andreas [Verfasser], Dodo zu [Akademischer Betreuer] Knyphausen-Aufseß, Dodo zu [Gutachter] Knyphausen-Aufseß, and Andrea [Gutachter] Römmele. "Determinants of nonmarket strategies of business firms : a country-based, comparative perspective / Andreas Seeringer ; Gutachter: Dodo zu Knyphausen-Aufseß, Andrea Römmele ; Betreuer: Dodo zu Knyphausen-Aufseß." Berlin : Technische Universität Berlin, 2016. http://d-nb.info/1156274257/34.

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Albino, pimentel Joao eduardo. "Three Essays on the Influence of Political Connections on Firms International Expansion Strategy." Thesis, Université Paris-Saclay (ComUE), 2016. http://www.theses.fr/2016SACLH003/document.

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Cette thèse est composée de trois essais, chacun contribuant à mieux comprendre la façon dont différents types de relations politiques affectent les stratégies d'expansion internationale et la performance des entreprises. Le premier essai examine le rôle des relations politiques comme modérateur de la relation entre les attributs du pays hôte et le choix d’investir dans ce pays par des entreprises. Nous examinons le cas des premiers investissements dans les pays concernés par des entreprises du secteur manufacturier au cours de la période 2003-2010. Les autres essais examinent le rôle des relations politiques comme antécédents directs des décisions et des performances des stratégies d'expansion internationale des entreprises. Le deuxième essai étudie l’influence des différents types de relations politiques dans l’ampleur et le profil de risque des investissements internationaux des entreprises. Enfin, le troisième essai analyse le rôle des connexions politiques en tant que facteur explicatif de la capacité des entreprises à accélérer le financement et le développement de leurs projets. Les deux derniers essais sont testés sur une base de données originale recensant les relations politiques dont bénéficient les plus grandes entreprises françaises au cours de la période 2003-2012
This dissertation is composed of the three essays, each contributing to address part of the puzzle regarding how different types of political connections affect firms’ international expansion strategies and performance. The first essay examines how political connections moderate the relationship between host country attributes and international strategy in a sample of greenfield investments in manufacturing during the 2003-2010 period. The second and third essays examine how political connections directly impact a firm’s international expansion strategies and performance. The second essay investigates the role of different types of political connections on a firm’s international investments amount and risk profile. Finally, the third essay analyzes the role of political connections as an explanatory factor of firms’ ability to accelerate the provision of funding and development of their project finance-based investments. Both the latter two essays rely on an original dataset on various political connections enjoyed by the largest French firms during the 2003-2012 period
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Renou, Sandra. "Enquête sur les dispositifs d’action collective des entreprises." Thesis, Institut polytechnique de Paris, 2020. http://www.theses.fr/2020IPPAX074.

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La dimension collective est devenue une réalité stratégique centrale pour les entreprises, notamment aujourd’hui en matière de développement durable et de transition. Ces actions reposent principalement sur dispositifs d’action collective. Ces organisations, situées à l’interface entre les entreprises et l’État, mènent des stratégies hors-marché, et soutiennent les stratégies de RSE et les activités politiques des firmes qui en sont membres. Sur le plan empirique, elles peuvent prendre des formes multiples, traditionnelles ou plus modernes, ce qui complique notre compréhension du phénomène. Des concepts théoriques, comme celui de méta-organisation, définie comme une organisation dont les membres sont des organisations, permettent d’appréhender ces formes organisationnelles d’action collective entre entreprises. Si ces concepts peuvent aider à comprendre certaines propriétés de l’objet d’étude de cette thèse, ils ne sont néanmoins pas suffisants pour en refléter la grande diversité, en expliquer la dynamique ou encore en saisir le fonctionnement interne. C’est l’objectif de ce travail doctoral, qui porte sur l’étude de dispositifs d’action collective des entreprises, notamment les syndicats professionnels. Les cas présentés dans cette thèse se rapportent à deux secteurs, les énergies renouvelables et l’agroalimentaire biologique.S’inscrivant dans une démarche compréhensive, et aussi interdisciplinaire (histoire, économie, sciences politiques, théorie des organisations), ces études de cas visent à donner une vue synoptique du phénomène et à élaborer les éléments d’une théorie des dispositifs organisant l’action collective entre entreprises. Elle montre que ces dispositifs reposent sur une gouvernance originale, qui mêle principes de hiérarchie et d’hétérarchie ; elle analyse leur dynamique (émergence, croissance, mise en sommeil, scissions) à partir d’un modèle de coûts ; elle étudie leurs modes d’action, qui articulent savoir et pouvoir, et participent de la construction d’un secteur et de son action en lien avec les pouvoirs publics
The collective dimension has become a central strategic reality for firms, particularly nowadays ragarding sustainable development and transition. These actions are mainly based on firms’ collective action devices. These organizations, located at the interface between firms and the State, carry out nonmarket strategies, and support the CSR strategies and the corporate political activities of their member firms. Empirically, they can take multiple forms, traditional or more modern, which complicates our understanding of the phenomenon. Theoretical concepts, such as meta-organization, defined as an organization whose members are organizations, make it possible to apprehend these organizational forms of firms’ collective action. Although these concepts can help to understand some properties of the object of study of this thesis, they are nevertheless not sufficient to reflect its great diversity, to explain its dynamics or to grasp its internal functioning. This is the objective of this doctoral research, which deals with firms’ collective action devices, especially trade associations. The cases presented in this thesis relate to two sectors, renewable energy and organic food.Taking place within a comprehensive and interdisciplinary (history, economics, political science, organization studies) approach, these case studies aim to give a synoptic view of the phenomenon, and to elaborate the elements of a theory of firms’ collective action devices. It shows that these devices are based on an original governance, mixing the principles of hierarchy and heterarchy; it analyses their dynamics (emergence, growth, dormancy, splits) from a cost model; it studies their modes of action, articulating knowledge and power and participating in the construction of a sector and its action, in relation to public authorities
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Neville, François. "Essays on the Role and Influence of Top Managers on Firm Interactions With Secondary Stakeholders." 2016. http://scholarworks.gsu.edu/managerialsci_diss/28.

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Firm behavior and performance has become increasingly susceptible to the influence of secondary stakeholders—namely community activists, advocacy groups, religious organizations, and other non-governmental organizations that often represent a broader social movement. Despite recent suggestions that secondary stakeholder demands trigger an important two-sided interactive process between secondary stakeholders and their targeted firms, little theoretical or empirical attention has been placed on firm-sided factors that influence the dynamics and outcomes of these interactions, especially the role and influence of the firm’s top managers during these interactions. In this three-essay dissertation, I theorize about and examine the influential role that the firm’s top managers expectedly occupy within the interactions that occur between secondary stakeholders and the firms that are the targets of their demands. My dissertation contributes to advancing strategic management and organization research by (1) examining influential managerial attributes that influence their firm’s responsiveness toward secondary stakeholder activism, and (2) examining certain important consequences of managerial responses for secondary stakeholder behavior and the targeted firm.
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Books on the topic "Nonmarket strategies"

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K, Aggarwal Vinod, and Urata Shujiro 1950-, eds. Winning in Asia, Japanese style: Market and nonmarket strategies for success. New York: Palgrave MacMillan, 2002.

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Aggarwal, Vinod K. Winning in Asia, U.S. Style: Market and Nonmarket Strategies for Success. Palgrave Macmillan, 2003.

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K, Aggarwal Vinod, ed. Winning in Asia, European style: Market and nonmarket strategies for success. New York: Palgrave, 2001.

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Aggarwal, V., and S. Urata. Winning in Asia, Japanese Style: Market and Nonmarket Strategies for Success. Palgrave Macmillan, 2002.

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Aggarwal, Vinod K. Winning in Asia, European Style: Market and Nonmarket Strategies for Success. Palgrave Macmillan, 2001.

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Aggarwal, V. Winning in Asia, European Style: Market and Nonmarket Strategies for Success. Palgrave Macmillan, 2001.

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K, Aggarwal Vinod, ed. Winning in Asia, U.S. style: Market and nonmarket strategies for success. New York: Palgrave Macmillan, 2003.

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Book chapters on the topic "Nonmarket strategies"

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Ravenhill, John. "Nonmarket Strategies in Asia: The Regional Level." In Winning In Asia, European Style, 59–77. New York: Palgrave Macmillan US, 2001. http://dx.doi.org/10.1057/9780230107229_3.

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Aggarwal, Vinod K. "Analyzing Japanese Firms’ Market and Nonmarket Strategies in Asia." In Winning in Asia, Japanese Style, 3–26. New York: Palgrave Macmillan US, 2002. http://dx.doi.org/10.1007/978-1-137-10926-2_1.

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Aggarwal, Vinod K. "Analyzing European Firms’ Market and Nonmarket Strategies in Asia." In Winning In Asia, European Style, 3–27. New York: Palgrave Macmillan US, 2001. http://dx.doi.org/10.1057/9780230107229_1.

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Wallner, Klaus. "Penetrating the Regulatory Thicket in Asia: Nonmarket Strategies in Banking and Insurance." In Winning In Asia, European Style, 225–53. New York: Palgrave Macmillan US, 2001. http://dx.doi.org/10.1057/9780230107229_8.

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Marberg, Angela, Hubert Korzilius, and Hans van Kranenburg. "Let them eat bugs." In Nonmarket Strategic Management, 94–114. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315688633-8.

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"Nonmarket strategies." In Nonmarket Strategic Management, 69–80. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315688633-6.

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Büthe, Tim, and Walter Mattli. "Private Nonmarket Rule-Making in Context." In The New Global Rulers. Princeton University Press, 2011. http://dx.doi.org/10.23943/princeton/9780691144795.003.0002.

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This chapter presents a typology of global regulation, which differentiates the institutional setting for rule-making, which is either public or private, from the global selection process, which is either market based or nonmarket based. Four types of global regulatory governance are discussed. The first type, termed “public (governmental) nonmarket standard-setting,” involves collaboration through traditional intergovernmental organizations (IGOs) or transgovernmental cooperation among domestic regulators. The second type is market-based private regulation, which entails rule-making by firms or other bodies competing, individually or in groups, to establish their preferred technologies or practices as the de facto standard through market dominance or other strategies. The third type of global regulation—private yet nonmarket-based—is regulation by focal rule-making institutions, such as the International Accounting Standards Board (IASB), the International Organization for Standardization (ISO), and the International Electrotechnical Commission (IEC). The fourth type of regulation results from market-like international competition between public regulatory agencies.
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Narkunas, J. Paul. "Ahumans: A Guide to Nonmarket Living." In Reified Life, 249–70. Fordham University Press, 2018. http://dx.doi.org/10.5422/fordham/9780823280308.003.0010.

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The conclusion brings together and extends some general lines of argument within the book. The book closes with several axioms to question the present reification of life and to offer strategies for non-market living, a user’s guide to living ahumanly that marks affinities and points of critique with new ecologies, disability studies, critical race theory, feminism, animal rights scholars, materialists and realists, and object-oriented ontologists.
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"Genesis of the nonmarket field." In Nonmarket Strategic Management, 2–11. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315688633-1.

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"Nonmarket actions in the chemical industry." In Nonmarket Strategic Management, 134–41. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315688633-10.

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Conference papers on the topic "Nonmarket strategies"

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Koç, Murat, and Hakkı Çiftçi. "World Investments, Global Terrorism and the New Perception of Politic Risk." In International Conference on Eurasian Economies. Eurasian Economists Association, 2014. http://dx.doi.org/10.36880/c05.01108.

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Based on economic power struggle, the economic strength began to take the place of military power and economic security has been considered as important as military security in this new world order. Multinational companies and their feasibility studies constitute the agenda of politic risks before entering these markets. Political risk faced by firms can be defined as “the risk of a strategic, financial, or personnel loss for a firm because of such nonmarket factors as macroeconomic and social policies, or events related to political instability”. However, terrorism should be considered as a multiplier effect on some of the components mentioned above. Terrorism itself and these strict measures directly affect investments. In 2012, FDI (Foreign Direct Investment) flows into the Middle East and North Africa have been adversely affected by political risk over the past couple of years. Investor perceptions of political risks in the region remain elevated across a range of risks. The Arab Spring countries have fared worse than other developing countries in the region. The risk perception of civil disturbance and political violence, but also breach of contract, is especially prominent in Arab Spring countries. In other words, global terrorism has created a negative multiplier effect in the region. In this context, Multiplier effect can be summarized as an effect on a target, situation or event which exceed its creating strength than expected. Considering this impact, MNC’s SWOT analysis and investment analysis must signify a redefinition in a wide range by the means of political risk perceptions.
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