Journal articles: '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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Lucea, Rafael, and Jonathan Doh. "International strategy for the nonmarket context: stakeholders, issues, networks, and geography." Business and Politics 14, no. 3 (October 2012): 1–30. http://dx.doi.org/10.1515/bap-2012-0018.

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Multinational companies (MNCs) shape their nonmarket strategies in response to the social and political context in which they operate. Empirical evidence shows that these strategies frequently fall into one of two categories: they either consist of a disparate portfolio of disconnected country-level social and political programs or are composed of standardized corporate policies that are applied uniformly across geographies. The former type of strategy implies that MNC managers view their firm's context as extremely fragmented across country borders, while the latter reflects the perception of a highly homogeneous international environment. Yet, most industries and firms operate in a semi-globalized socio-political context. In this paper we propose that producing strategies that truly fit with the specific characteristics of an MNC's nonmarket context requires that this context be defined along four dimensions: stakeholders, issues, networks, and geography. Conceptualizing an MNC socio-political context in this way broadens dramatically the strategic choices of MNC managers. We illustrate the use of our model by describing four socio-political contexts frequently encountered by MNCs, and showing how alternative nonmarket strategies seem a better option than the standard “one-size-fits-all” or “every-country-a-different-strategy” approaches of today.

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Sandholtz, Wayne, and William Love. "Dogfight over Asia: Airbus vs. Boeing." Business and Politics 3, no. 2 (August 2001): 135–56. http://dx.doi.org/10.2202/1469-3569.1022.

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Airbus strategies in Asia operate in an environment shaped by three forces: the technical constraints of building modern aircraft, the demands of world and regional markets, and the structure and objectives of the consortium itself. These factors map onto an integrated strategy analysis. The positional analysis for Airbus must focus on its status as the challenger to the dominant firm, on the consortium's peculiar organizational structure, and on the opportunities and constraints offered by its nonmarket context (multiple national governments plus the European Union). One way of looking at Airbus's experience is as a continual series of disruptions aimed at creating openings for Airbus to enter markets dominated by well-established competitors, in particular, Boeing. These strategic moves have involved both market and nonmarket elements. This article assesses the market and nonmarket strategies that Airbus has employed to establish itself in the crucial Asian market.

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Parnell, John A. "Nonmarket and market strategies, strategic uncertainty and strategic capabilities." Management Research Review 41, no. 2 (February 19, 2018): 252–74. http://dx.doi.org/10.1108/mrr-05-2017-0151.

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Purpose Amidst rapid development in emerging economies, greater emphasis on public–private partnerships and a more complex regulatory environment, nonmarket strategy (NMS) is now widely viewed as a key component of a firm’s overall strategy. This paper aims to investigate how nonmarket and market strategies are influenced by strategic uncertainties and capabilities and ultimately drive firm performance. Design/methodology/approach A survey addressing strategic uncertainties, capabilities, NMS and market strategy and firm performance was administered online to 193 practicing managers in the USA. Measures for competitive strategy (i.e. cost leadership and differentiation), NMS, management and marketing capabilities, competitive and technology uncertainties and firm performance were adopted from or based on previous work. Hypotheses were tested via SmartPLS. Findings Emphasis on NMS was linked to high marketing capability, high competitive uncertainty and high technology uncertainty. Cost leaders were more likely than differentiators to emphasize on NMS, although all three strategies were positive drivers of performance. NMS appears to be viewed as a part of an integrated strategic approach by managers in many organizations. Research limitations/implications The sample included mangers in multiple industries. Self-typing scales were used to assess strategic emphasis and firm performance. Practical implications Emphasis on NMS can promote firm performance, but the relationship is complex. Strategic managers should align the NMS with organizational capabilities and a market-oriented strategy appropriate for the firm. Originality/value This paper provides empirical support for a model linking select strategic uncertainties, capabilities, market strategy and NMS and firm performance. It supports NMS as a key performance driver, but with links to uncertainties and capabilities that differ from those of market strategies.

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Vázquez-Maguirre, Mario, and Andreas M. Hartmann. "Nonmarket strategies of media enterprises in the Mexican television industry." Journal of Business Research 66, no. 10 (October 2013): 1743–49. http://dx.doi.org/10.1016/j.jbusres.2013.01.007.

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Harris, Christopher M., and Lee Warren Brown. "Everyone must help: performance implications of CEO and top management team human capital and corporate political activity." Journal of Organizational Effectiveness: People and Performance 8, no. 2 (March 16, 2021): 190–207. http://dx.doi.org/10.1108/joepp-07-2020-0131.

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PurposeWhile research has shown that multiple actors, both internal and external to the organization, influence performance, oftentimes, these actors are studied in isolation. This paper aims to examine the performance implications of both top management team (TMT) and chief executive officer (CEO) human capital. In addition, the authors consider external actors' influence on performance by examining corporate political activity (CPA).Design/methodology/approachThe authors use a sample of National Collegiate Athletic Association (NCAA) football teams, examining human capital data on the head coaches and the assistant coaches, combined with the schools' participation in NCAA football committees.FindingsThe study findings indicate that organizations engage in various market and nonmarket strategies in concert, and that different strategies result in performance outcome differences. Specifically, we examine how the use of CEO and TMT human capital and CPA interact and influence performance.Practical implicationsThe authors examine the moderating effects of political activity on the human capital–performance relationship for both top leaders and TMTs. Organizations benefit from investing in the human capital of their leaders internally and CPA externally.Originality/valueWhile organizations engage in market and nonmarket actions in concert, management research has generally studied these concepts in isolation. This paper suggests that both market and nonmarket activities can influence performance.

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Stanish, Charles. "Nonmarket Imperialism in the Prehispanic Americas: The Inka Occupation of the Titicaca Basin." Latin American Antiquity 8, no. 3 (September 1997): 195–216. http://dx.doi.org/10.2307/971652.

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This paper analyzes the expansion of the Inka state into the Lake Titicaca Basin of the south-central Andes. While the expansion of the Inka state can be modeled in general terms as a type of core-periphery transformation typical of all preindustrial empires, I argue that the particular cultural context in which it developed determined the nature of its expansion strategies. This context was characterized by a nonmarket political economy in which reciprocal, redistributive, and nonmarket trade mechanisms predominated. Archaeological and historical data indicate that the Inka occupation was characterized by profound changes in the local political economy in the Titicaca Basin. I argue that the lack of market systems in central Andean society was a key factor that affected the strategies of imperial control in this major Inka provincial territory, promoting highly intrusive labor and population control mechanisms. This historical context differed from other areas of the Prehispanic Americas, such as central Mexico, where market systems promoted tribute-in-kind strategies that involved less intrusive strategies of imperial expansion.

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He, Chong. "Are Market and Nonmarket Strategies Complementary in Contributing to Firm Performance?" Academy of Management Proceedings 2017, no. 1 (August 2017): 16814. http://dx.doi.org/10.5465/ambpp.2017.16814abstract.

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Li, Xin Chun, Ling Chen, Jess H. Chua, Bradley L. Kirkman, Sara Rynes-Weller, and Luis Gomez-Mejia. "Research on Chinese Family Businesses: Perspectives." Management and Organization Review 11, no. 4 (December 2015): 579–97. http://dx.doi.org/10.1017/mor.2015.60.

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ABSTRACTThis introduction traces the disappearance of Chinese family businesses from 1949 to 1978, their revival since then, and their future challenges. It then summarizes the three papers included in this Special Issue and proposes an agenda for family business studies in China. The article first focuses on the nonmarket social and political network strategies that these family-centered business organizations have had to adopt in order to overcome the difficulties they faced in accessing opportunities and resources as a result of Chinese culture's traditional low esteem for merchants and the government's continuing preference for a state-dominated economy. Family firms have so far been able to grow disproportionately rapidly in China's economy because, by leveraging the shared interests and dedication of immediate and extended family members, they have been able to achieve lower cost and higher efficiency, respond quickly to market changes, and expand social and political networks. These nonmarket strategies, however, also have a dark side. Furthermore, as the liberalization of China's economy deepens, competition must rely critically on market strategies such as innovation, alliances, and internationalization. The proposed research agenda addresses these future challenges as well as some research questions unique to Chinese family businesses.

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Holburn, Guy, Davin Raiha, and Kartik Rao. "Nonmarket Strategies of New Entrants and Incumbents: Evidence from Ridesharing and Taxi Firms." Academy of Management Proceedings 2020, no. 1 (August 2020): 12471. http://dx.doi.org/10.5465/ambpp.2020.12471abstract.

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Sutherland, Ewan. "Lobbying and litigation in telecommunications markets – reapplying Porter’s five forces." info 16, no. 5 (August 5, 2014): 1–18. http://dx.doi.org/10.1108/info-03-2014-0018.

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Purpose – The purpose of this paper is to consider extending the Porter “five forces” model for business strategy to encompass nonmarket actions in the telecommunications sector. Design/methodology/approach – The Porter five forces model is reviewed in terms of a heavily regulated sector, examining each force in turn, with examples of the use by market players of lobbying and litigation to affect market outcomes. Findings – The “five forces” model is a useful tool in analysing advocacy, lobbying and litigation by players in a heavily regulated market. Practical implications – The extension opens the way to research in a number of areas to examine issues of structure and strategy, effectiveness in coupling market and nonmarket strategies. Originality/value – Business strategy is infrequently analysed in the telecommunications sector and only rarely considers lobbying and litigation. This article provides a framework for such analyses and opens up new areas of research.

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Akbar, Yusaf H., and Maciej Kisilowski. "Managerial agency, risk, and strategic posture: Nonmarket strategies in the transitional core and periphery." International Business Review 24, no. 6 (December 2015): 984–96. http://dx.doi.org/10.1016/j.ibusrev.2015.03.006.

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Joos, Hannah Charlotte, Dodo zu Knyphausen-Aufseß, and Ulrich Pidun. "Project Stakeholder Management as the Integration of Stakeholder Salience, Public Participation, and Nonmarket Strategies." Schmalenbach Business Review 72, no. 3 (May 12, 2020): 447–77. http://dx.doi.org/10.1007/s41464-020-00092-0.

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Köseoglu, Mehmet Ali, John A. Parnell, and Basak Denizci Guillet. "Linkages among nonmarket strategies, market strategies, organizational values and performance in the hotel industry: preliminary evidence from Hong Kong." Journal of Hospitality Marketing & Management 29, no. 3 (July 15, 2019): 358–75. http://dx.doi.org/10.1080/19368623.2019.1639096.

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Curchod, Corentin. "Nonmarket Strategies and the Process of Institutional Change: How and Why Some Firms Take the Lead." Academy of Management Proceedings 2015, no. 1 (January 2015): 17962. http://dx.doi.org/10.5465/ambpp.2015.17962abstract.

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Gao, Yongqiang. "Nonmarket strategies and behaviours for MNEs to build a congenial political economic environment in Mainland China." International Journal of Business Environment 2, no. 1 (2008): 89. http://dx.doi.org/10.1504/ijbe.2008.016843.

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Dunford, M., and D. Perrons. "Strategies of Modernisation: The Market and the State." Environment and Planning C: Government and Policy 10, no. 4 (December 1992): 387–405. http://dx.doi.org/10.1068/c100387.

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The strength of regional and national economies continues to depend critically on the success of manufacturing activities. Manufacturing therefore matters. With the increasing globalisation of economic activities, however, regional economies will also depend to an increasing extent on investments that are international in character, control, and ownership. Industrial modernisation and an optimal long-term allocation of resources require a series of state-led initiatives in the spheres of innovation and new technologies. There is, however, a contradiction between the internationalisation of production and the national character of economic regulation. The appropriate scale for industrial intervention is increasingly supranational. It is at this scale that capital is organised and where there is in any case a need for countervailing political power. At the same time there is evidence of a greater local embeddedness of successful productive activities. In these circumstances the development of local potential assumes increased importance. Attention is therefore paid to the respective roles of market and nonmarket modes of coordination of skill and infrastructure provision. In each of these areas, private and market provision are inadequate. Increases in regional resource endowments and the development of an advanced industrial and social infrastructure require organisation, collective action, and active interventionist regional and supranational states.

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Lin, Kun-Chin. "Finding the Right Chemistry: The U.S. Chemical Industry in Asia." Business and Politics 3, no. 2 (August 2001): 185–202. http://dx.doi.org/10.2202/1469-3569.1024.

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This article examines the evolution of U.S. chemical firms' corporate strategies in Asia over the past decade. Prior to the Asian financial crisis, these firms treated the Asian market as an expansion outlet due to a persistent lack of growth in Western markets. Since the crisis, U.S. firms have reformulated their market and organizational strategies to better withstand disruptions of business or product life cycles, specifically through refocusing core competence and establishing regional production networks. Meanwhile, their nonmarket strategies have lagged behind market strategies in specificity and sensitivity to the Asian context. This article explores the early effort in safety and environmental self-governance of the chemical firms in Asia, and argues that the history of domestic competition and government-business relations in the home market has to a large degree determined the transnational strategies of U.S. firms. Finally, U.S. chemical firms strategies are increasingly dependent on the behavior of their Asian competitors - in particular whether Asian producers enter into alliances with U.S. firms or resist liberalization and regional market interpenetration.

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Curran, Louise, and Jappe Eckhardt. "Mobilizing Against the Antiglobalization Backlash: An Integrated Framework for Corporate Nonmarket Strategy." Business and Politics 22, no. 4 (October 5, 2020): 612–38. http://dx.doi.org/10.1017/bap.2020.9.

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AbstractIn the aftermath of the Global Financial Crisis and, more recently, the COVID-19 pandemic, scepticism on the merits of trade and globalization has increased across several key developed countries. This poses major challenges for multinational enterprises (MNEs) and other trade dependent firms (TDFs). This paper develops a framework to explore corporate nonmarket strategies (NMS) to address this backlash, covering both corporate political activity (CPA) and corporate social responsibility (CSR). We firstly provide an overview of the existing research within international economics, business strategy, and international political economy on the antiglobalization backlash and MNEs/TDFs strategy in the face of protectionism. Building on this scholarship, we formulate propositions for CPA and CSR actions, which are likely to be deployed by TDFs in developed economies to counter protectionism and address the criticisms of the antiglobalization movement. On this basis we propose an interdisciplinary analytical framework that can be used to study corporate strategy in times of growing antitrade sentiments. Finally, we provide initial proposals for testing these propositions and highlight the challenges researchers may face when carrying out such research.

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Holburn, Guy L. F., and Richard G. Vanden Bergh. "Integrated market and nonmarket strategies: Political campaign contributions around merger and acquisition events in the energy sector." Strategic Management Journal 35, no. 3 (May 15, 2013): 450–60. http://dx.doi.org/10.1002/smj.2096.

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An, Young Hoon, Soonkyoo Choe, and Jihoon Kang. "Ways to win: strategic choices, institutions and performance in sub-Saharan Africa." Multinational Business Review 29, no. 3 (March 1, 2021): 374–96. http://dx.doi.org/10.1108/mbr-05-2020-0105.

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Purpose The purpose of this study is to analyse the effects of market-based and nonmarket-based strategies on firm performance in African countries. This study also investigates host country institutions' effect on the relationship between firm strategies and performance in these countries. Design/methodology/approach Data of 1,276 firms in five African countries were obtained from two different sources: The World Bank Enterprise Database and The Global Competitiveness Report. Two-stage least squares regression was applied. Findings Both market-based strategies and corporate political activity (CPA)improve firm performance in the African countries included in the analysis. Institutional development also has a direct positive impact on firm performance. However, the effect of CPA weakens as the host country shifts towards more efficient, market-oriented institutions. Furthermore, the results show that local African firms benefit more from institutional development than foreign firms. Originality/value The paper confirms and extends our understanding of the dynamic fit between institutions and strategy by highlighting the moderating role of institutional development on CPA and market-based strategies in enhancing firm performance.

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Doh, Jonathan, Steven McGuire, and Toshiya Ozaki. "The Journal of World Business Special Issue: Global governance and international nonmarket strategies: Introduction to the special issue." Journal of World Business 50, no. 2 (April 2015): 256–61. http://dx.doi.org/10.1016/j.jwb.2014.10.002.

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Bessonova, O. E. "Complaints as a gift: A non-market feedback signal in the context of Hirschman’s theory and Russian practice (On the books: J. le Grand “the other invisible hand: delivering public services through choice and competition” and J. Barlow, C. Møller “Complaint as a gift. Using customer feedback as a strategic tool of marketing strategy”)." Voprosy Ekonomiki, no. 12 (December 7, 2018): 139–49. http://dx.doi.org/10.32609/0042-8736-2018-12-139-149.

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The article raises the question of the role of non-market feedback signals in modern market economies. A. O. Hirschman’s theory of “Voice—Exit” has become the theoretical basis of the optimal combination of market and nonmarket signals was. Both books under consideration are practical applications to this theory. The monograph by Le Grand demonstrates the use of the institution of complaints in the public sector when providing public services to firms and organizations of different forms of ownership. The book by Barlow and Møller explains the role of complaints in successful market strategies in a competitive environment. The Russian economy has always used a non-market feedback signal in the form of an institution of complaints to coordinate the flows of tribute and distribution. The analysis of the studies by Le Grand and Barlow—Møller is needed to understand the evolution of administrative complaints into the civil form of an equal dialogue with the authorities, through which the emerging problems are more quickly eliminated, and the open access order in Russia is being formed.

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Noble, Gregory W. "Congestion Ahead: Japanese Automakers in Southeast Asia." Business and Politics 3, no. 2 (August 2001): 157–84. http://dx.doi.org/10.2202/1469-3569.1023.

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For three decades Japanese auto producers, supported by the Japanese government, deployed with extraordinary success market and nonmarket strategies to access the small and fragmented but rapidly growing car markets of Southeast Asia. The last half-decade has presented a series of unexpected challenges, including extended recession and financial reform in Japan; the lingering effects of the financial crisis in Southeast Asia; and the entry of new competitors from South Korea, North America, and Europe. These pressures have split the industry into two. Leaders Toyota and Honda have defended and extended traditional Japanese production networks. Weaker players such as Nissan, Mitsubishi, and Suzuki have accepted subordination to the leading western firms, which are rationalizing their Japanese partners and using them to enter Japan and other Asian markets. This article explores production, trade, and investment data, industrial policies toward autos in Japan and Southeast Asia, and brief case studies of Toyota and Nissan to illustrate the challenges to, and varying responses of, Japanese auto producers in developing Asia. These firms remain committed to Southeast Asia, but the days of Japanese dominance are drawing to a close.

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Kaplan, Rami, and Daniel Kinderman. "The Business-Led Globalization of CSR: Channels of Diffusion From the United States Into Venezuela and Britain, 1962-1981." Business & Society 59, no. 3 (July 22, 2017): 439–88. http://dx.doi.org/10.1177/0007650317717958.

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The global spread of corporate social responsibility (CSR) practices is widely explained in institutional-isomorphic terms: Corporations worldwide adopt CSR in reaction to isomorphic pressures exerted on them by a pro-CSR global environment, including normative calls for CSR, activist targeting, civil regulation frameworks, and educational activities. By contrast, this article considers the proactive agency of corporations in CSR diffusion, which is informed by nonmarket strategies that seek to instrumentally reshape the political and social environment of corporations. Applying a “channels-of-diffusion” perspective, we show that in the initial phase of CSR’s transnational diffusion—as exemplified by the cases of Venezuela (1962-1967) and Britain (1977-1981)—CSR traveled through learning exchanges between business elite “exporters” and “importers” whose engagement in diffusion addressed crisis-enhanced political threats and opportunities in the receiving country. The focal agents established national CSR business associations, which disseminated among local corporations CSR practices adapted to confront the challenges at hand. We identify the features of such “business-led cross-national diffusions of CSR”; formulate propositions regarding their conditions, dynamics, and effects; and suggest that further research of this mode of diffusion would advance a more nuanced and balanced understanding of CSR’s globalization.

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Parnell, John A. "Strategic political emphasis, strategic capabilities and uncertainty." Journal of Strategy and Management 8, no. 1 (February 16, 2015): 41–63. http://dx.doi.org/10.1108/jsma-05-2014-0033.

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Purpose – With heightened regulations in many nations, increasing political influence, greater emphasis on government-business partnerships, and the rapid development of emerging markets, the notion of nonmarket strategy (NMS) is now widely viewed as a key component of a firm’s overall strategic orientation. The purpose of this paper is to investigate factors associated with strategic political emphasis (SPE), a key part of NMS. Design/methodology/approach – A survey instrument including items related to competitive strategy, environmental uncertainty, strategic capability, performance, and SPE was administered to 275 managers in the USA. Strategy along Porter’s typology, strategic capabilities, uncertainty, and performance were measured via existing scales. Items were created to assess SPE. Findings – Managers in firms with greater SPE also reported greater uncertainty about competition and markets, and lower capabilities with regard to management and technology. Managers in organizations with weaker market orientations (MOs) – including greater uncertainty about competition and markets, and lower capabilities in management and technology – emphasized greater SPE. Managers reporting lower capability levels in their firms were more likely to report higher SPE and to have increased SPE in the last decade. Select uncertainties and capabilities – not competitive strategy per se – appears to have prompted an increase in SPE in these firms. Originality/value – An effective NMS is vital from the perspectives of both profit maximization for shareholders and the satisfaction of broader, social objectives. However, many executives are trained to excel in the market arena and may not have the skill set and temperament necessary for success in NMS and specifically, the political arena. Moreover, SPE and market strategies are not always consistent, challenging executives to integrate and balance the two orientations.

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Natsuhara, Takayuki, Takaaki Kato, Masao Nakayama, Takuya Yoshida, Ryota Sasaki, Takahiro Matsutake, and Takeshi Asai. "Decision-Making While Passing and Visual Search Strategy During Ball Receiving in Team Sport Play." Perceptual and Motor Skills 127, no. 2 (January 21, 2020): 468–89. http://dx.doi.org/10.1177/0031512519900057.

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In many team sports, in which environmental change is constant, athletes selectively allocate attention between the approaching ball and other players, and constantly consistently making decisions regarding whom to pass the ball to. Few previous studies on decision-making in team sports such as soccer have included the ball reception phase. This study examined players’ visual search strategies during pass decisions. Using five-on-four soccer-specific film simulations from previously recorded real scenes, high-level players (HLPs) and middle-level players (MLPs) reacted to life-sized soccer scenes. We measured their visual search strategies in decision-making tasks involving ball reception and pass execution and collected their verbal reports. We employed a novel system wherein the ball is ejected toward participants according to the video clips in order to maintain perception–action coupling during the task. We found skill-based differences in decision-making accuracy, eye movement data, and verbal reports. HLPs demonstrated better decision-making than MLPs, and, in eye movement data, HLPs allocated more attention to nonmarked attackers ([ M] = 14.1, [ SD] = 4.8%, p < .001, η2 = 0.39), the teammate receiving the pass ( M = 18.4, SD = 4.3%, p < .05, η2 = 0.15), and opponents ( M = 14.6, SD = 6.3%, p < .05, η2 = 0.17) than did MLPs. Furthermore, according to verbal reports, HLPs tended to attend to information on opponent players. Thus, visual search strategies during ball reception suggest that the position and situation of teammates and opponents are the most important information sources for accurate and consistent pass decisions.

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Klopf, Patricia. "Nonmarket Strategies across Complex Institutional Contexts." AIB Insights, December 22, 2020. http://dx.doi.org/10.46697/001c.18358.

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White III, George O., Tazeeb Rajwani, and Thomas C. Lawton. "Open for business in a closed world? Managing MNE nonmarket strategy in times of populism and geopolitical uncertainty." Multinational Business Review ahead-of-print, ahead-of-print (September 6, 2021). http://dx.doi.org/10.1108/mbr-06-2021-0077.

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Purpose This paper aims to consider how multinational enterprises are increasingly augmenting their international strategies with insights on, and approaches to, external stakeholders and nonmarket dynamics. The rise of populism and increased geopolitical uncertainty have accelerated these efforts, particularly for business leaders anticipating and engaging external agents, events, and issues that challenge the strategic objectives of their enterprises. Design/methodology/approach This paper aims to explain why the increased preponderance of populism and geopolitical uncertainty are simultaneously posing an existential threat to the post-Cold War global economy predicated on free trade and (relatively) open borders, and consequently, challenging the structures and strategies of international business. Findings We provide an overview of the four papers in our special issue, and consider how each advances insights on how multinational enterprises effectively navigate the nonmarket uncertainties of the contemporary global economy. We then advance four important areas for international business research around multinational nonmarket strategies: (i) resilience and legitimacy; (ii), diversification; (iii), market and nonmarket strategy integration; and (iv), institutional arbitrage. Research limitations/implications We anticipate that nonmarket strategy scholars can build on these themes to assess how nonmarket strategies can better enable multinational enterprises to survive and thrive in an age of heightened global risk and uncertainty. Originality/value This paper and the related special issue provide new theoretical insights by bringing attention to the relatively under-researched realm of multinational enterprise nonmarket strategy, particularly in populist contexts and during periods of geopolitical uncertainty. We identify four promising domains – resilience and legitimacy, diversification, the integration of market and nonmarket strategy, and institutional arbitrage – for international business scholars investigating nonmarket strategy to consider. We hope that our paper, as well as other papers in this special issue, provide further momentum to this growing area of research.

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Zhang, Yongjun. "Corporate Responses to COVID-19: A Nonmarket Strategy Approach." Sociological Perspectives, June 2, 2021, 073112142110175. http://dx.doi.org/10.1177/07311214211017587.

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The COVID-19 pandemic has been an unprecedented threat to the survival of U.S. firms. Prior studies show that firms use market strategies such as layoffs and pay cuts to cope with organizational crises. Little is known about how firms engage in corporate social responsibility (CSR) and corporate political activities (CPA) during crises. This study focuses on how America’s largest publicly traded firms use these two nonmarket strategies to cope with the COVID-19 pandemic. Results suggest that public firms actively engaged in both CSR and CPA after the outbreak. The preliminary estimation shows that firms listed in Russell 1000 have donated or pledged over $3.9 billion to corporate philanthropy and invested over 2.1 billion in observed political donations and lobbying in Congress in the early pandemic. The marked variation in corporate nonmarket strategies could be partially attributed to corporate elites’ political ideology, political accountability, and perceived COVID-19 risk.

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Rufín, Carlos, Pedro Parada, and Esteban Serra. "The Paradox of Multidomestic Strategies in a Global World: nonmarket strategies in developing countries." Review of Business Management, March 30, 2008, 63–85. http://dx.doi.org/10.7819/rbgn.v10i26.204.

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Zhang, Long, John A. Parnell, and Chuanhui Xiong. "Market and Nonmarket Strategies (NMS) in China: Performance Payoffs in Turbulent Environments." Asian Business & Management, January 11, 2020. http://dx.doi.org/10.1057/s41291-020-00103-5.

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"Firm improvements." Strategic Direction 35, no. 6 (May 20, 2019): 10–11. http://dx.doi.org/10.1108/sd-03-2019-0057.

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Nonmarket strategies (NMSs) are an integral part of the bundle of strategies implemented by firms during times of market turbulence. While NMSs have not typically been used to their fullest, there is significant evidence now showing their potential benefits. Originality/value The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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Diermeier, Daniel. "Wal-Mart: The Store Wars." Kellogg School of Management Cases, January 20, 2017, 1–16. http://dx.doi.org/10.1108/case.kellogg.2016.000401.

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In early 2004, residents of Inglewood, California, a working-class community just outside Los Angeles composed primarily of African- and Hispanic-Americans, were preparing to vote on a referendum that would change the city charter to allow Wal-Mart to build a supercenter on a huge, undeveloped lot in the city. Walmart had put forward the measure after the city council refused to change the zoning of a sixty-acre plot on which it held an option to build. Numerous community and religious groups opposed Wal-Mart's entry and campaigned against the referendum. Walmart promised low-priced merchandise and jobs, but these groups were skeptical about the kinds of jobs and compensation that would be offered, the healthcare that would be provided to employees, and the broader impact Walmart would have on the community. Inglewood was a pro-union community, so there was also opposition based on Walmart's anti-union position. On April 6 Inglewood residents voted to reject the referendum by a margin of 60.6 percent to 39.9 percent. Though smaller, less organized, and with fewer resources than Walmart, this coalition of community and religious leaders had defeated the global retailing behemoth.After students have analyzed the case they will be able to (a) appreciate the importance of nonmarket factors to execute growth and market entry strategies, (b) understand how the decisions of political institutions depend on the issue context and the alignments of coalitions of interest, (c) formulate and assess strategies to overcome nonmarket barriers to entry.

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Woolley, Jennifer L., Jo-Ellen Pozner, and Michaela DeSoucey. "Raising the Bar: Values-Driven Niche Creation in U.S. Bean-to-Bar Chocolate." Strategy Science, September 16, 2021. http://dx.doi.org/10.1287/stsc.2021.0147.

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We examine how entrepreneurs might build a viable, values-driven niche. Extant templates for niche creation typically employed in moral markets depend on instrumentally rational logics that privilege economic ends such as profitability and efficiency. Entrepreneurs seeking to construct a nascent niche whose purpose and objectives include the amelioration of social ills, however, may find such templates inadequate. Using the emergence of the U.S. bean-to-bar chocolate niche, through which entrepreneurs attempt to address the social and environmental shortcomings of conventional chocolate production, we demonstrate that constructing an alternative model for niche creation is feasible. Most bean-to-bar entrepreneurs deliberately opted out of extant private regulation initiatives, developing instead alternative encompassing, values-driven sourcing and cooperative relationships, which we term collaborative governance. This is enacted throughout the niche by promoting shared values, best practices, and transparency and is supported by strategic meaning-making work to cultivate customers. Together, these three values-driven strategies form a novel template of niche creation based not on cognitive repositioning or exploiting exogenous change within existing structures and institutions, but on a reconceptualization of how markets might work to support the implementation of nonmarket goals. Based on our mixed-methods analysis, we find that, instead of hoping to accomplish nonmarket goals through established market structures, entrepreneurs built a niche centered on the achievement of specific social goals. Our findings suggest that to understand the strategies supporting emergent socially oriented markets, researchers must explore the intersections of values, entrepreneurial motivations, and operational complexities.

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Georgallis, Panikos, João Albino-Pimentel, and Nina Kondratenko. "Jurisdiction shopping and foreign location choice: The role of market and nonmarket experience in the European solar energy industry." Journal of International Business Studies, August 31, 2020. http://dx.doi.org/10.1057/s41267-020-00358-2.

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Abstract Several countries provide policy support to specific sectors in order to facilitate industry transitions. While industry-support policies stimulate the growth of their target sectors, little is known about how such policies engender heterogeneous international strategies. In this article, we investigate how industry-support policies influence foreign location choices. We argue that firms engage in jurisdiction shopping, choosing to invest in countries with more generous policy support, but that this tendency varies markedly across firms. Specifically, we suggest that firms’ nonmarket experience exacerbates the effect of policy support on location choice, whereas market experience has less of an impact. Further, we propose that some firms view generous policies more skeptically than others, depending on the nature of their nonmarket experience. We test and find support for our predictions using a longitudinal dataset of foreign investments of firms entering the solar energy industry in the European Union. Our findings indicate that supportive policies stimulate the energy transition, attracting in particular foreign entrants diversifying into renewables or having more policy experience. At the same time, they suggest that adverse policy changes in one country affect how firms assess policies in other countries, highlighting the need for policy coordination at a supranational level.

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Feddersen, Timothy J., and Kimia Rahimi. "Nonmarket Action and the International Counter-Money Laundering Act (H.R. 3886)." Kellogg School of Management Cases, January 20, 2017, 1–4. http://dx.doi.org/10.1108/case.kellogg.2016.000236.

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The case describes the international problem of money laundering and summarizes U.S. bank regulations aimed at reducing money laundering activities. The introduction of H.R. 3886 in 2000 was one in a series of attempts to formalize U.S. banks' monitoring of their customers. The bill was prompted by a government report that named and criticized U.S. banks for laundering billions of dollars linked to drug trafficking, fraud, and organized crime. Interest groups in favor of H.R. 3886 were predominantly law enforcement agencies that viewed current anti-money laundering laws as ineffective. Groups opposed to the bill included the American Civil Liberties Union, which believed that the collection of more information about bank customers' activities was an invasion of privacy, and the American Bankers Association, which claimed that the legislation would impose unnecessary costs on banks. The case can be used to introduce the distributive politics framework for analyzing non-market issues and formulating nonmarket strategies in the context of government institutions. The epilogue reveals that H.R. 3886 died before it ever reached the House floor, but that an expanded version of the legislation ultimately passed---with the support of stakeholders who originally fought it---as part of the USA PATRIOT Act after the terrorist attacks of September 11, 2001. This stance reversal provides an opportunity to explore how events, public opinion, and the media can create windows of policy opportunityUtilize a framework for analyzing options for non-market action – Formulate a strategy for nonmarket action – Recognize how public opinion influences the opportunity for non-market action through events and/or new information, political actors, media coverage, and policy windows

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"Call for Papers - Special Issue on Nonmarket Social and Political Strategies - New Integrative Approaches and Interdisciplinary Borrowings." British Journal of Management 26, no. 3 (July 2015): 566–68. http://dx.doi.org/10.1111/1467-8551.12130.

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Kornelakis, Andreas, and Pauline Hublart. "Digital markets, competition regimes and models of capitalism: A comparative institutional analysis of European and US responses to Google." Competition & Change, May 8, 2021, 102452942110112. http://dx.doi.org/10.1177/10245294211011295.

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The comparative capitalism literature examined how institutions vary on a national or societal level and how these differences affect multinational companies’ strategies. Yet, little attention has been devoted to cross-national or regional differences in the governance of competition, especially in the context of digitalization of markets. The article seeks to fill this gap by looking at the case of Google. It traces the process of the stark US–EU disagreement over Google’s abuse of dominant position in digital markets, which resulted in one of the largest fines in the EU history. It is argued that the variation in the response to the company’s market and nonmarket strategies are traced back to differences between Ordoliberal and Chicago School ideas, which are embedded in the ‘competition regimes’ of European and US capitalist models. The article concludes by discussing the implications of these findings for varieties of capitalism frameworks.

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Darendeli, Izzet, T. L. Hill, Tazeeb Rajwani, and Yunlin Cheng. "Surviving the Arab Spring: socially beneficial product portfolios and resilience to political shock." Multinational Business Review ahead-of-print, ahead-of-print (September 28, 2020). http://dx.doi.org/10.1108/mbr-11-2019-0156.

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Purpose This paper aims to explore the ideas that social legitimacy (acceptance by the public within a country) serves as a hedge against political risk and that the perceived social value of Multinational Enterprises (MNEs’) products or services improves firms’ social legitimacy and so resilience to political shock. Design/methodology/approach Drawing from a unique data concerning global construction activity and taking advantage of the Arab Spring as an exogenous, political shock, this paper teases out the relative effects of pre-shock experience and product/service emphasis. Findings The authors find that construction firms that worked on a higher proportion of socially beneficial projects – such as water infrastructure, transportation and telecommunications – recovered more quickly from political shock than did those that worked on projects primarily for manufacturing interests or the oil industry. The authors also find that deep experience in a country had no bearing on a firm’s ability to recover from political shock. Originality/value The findings suggest that market behaviors that enhance social legitimacy also enhance MNEs’ ability to survive in volatile political settings. These insights add to the political risk and nonmarket strategy literatures the idea that market strategies that are attentive to nonmarket strategic goals are an important addition to the toolkit for managing political risk. More specifically, when it comes to surviving political shock, pre-shock emphasis on socially beneficial products seems to create a social legitimacy buffer that enhances resilience more than do deep country experience and associated social and political ties with the political elite.

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Feddersen, Timothy J., and Scot R. Wheeler. "The Environmental Entrepreneur." Kellogg School of Management Cases, January 20, 2017, 1–7. http://dx.doi.org/10.1108/case.kellogg.2016.000352.

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Because U.S. legislators are often most attentive to the issues raised by people who create jobs in their states, Bob Epstein, a local business owner, has been asked by activists to help lobby for a bill that would mandate the reduction of greenhouse gas emissions in California. Before deciding whether he should work to establish the business community's backing for this bill, Epstein must weigh the pros and cons of supporting measures that might put his business (and standing in the community) at risk.Use the 4 I's framework to evaluate the nonmarket environment, assess the political impact of the potential coalitions in favor of and opposed to the bill, identify the type of politics that characterizes the situation, and describe the strategies each side will likely use in contesting the bill.

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Journal articles on the topic 'Nonmarket strategies'

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