Screen LibraryThe Routledge companion to non-market strategy /
"It is commonplace for today's transnational enterprises to undertake political risk analysis when choosing foreign markets and creating entry strategies. Despite this, non-market elements of corporate strategy are less well researched than the traditional economics-based perspectives. Pro...
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| Group Author: | ; |
|---|---|
| Published: |
Routledge, Taylor & Francis Group
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| Publisher Address: | London ; New York : |
| Publication Dates: | 2015. |
| Literature type: | Book |
| Language: | English |
| Series: |
Routledge companions in business, management and accounting
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| Subjects: | |
| Summary: |
"It is commonplace for today's transnational enterprises to undertake political risk analysis when choosing foreign markets and creating entry strategies. Despite this, non-market elements of corporate strategy are less well researched than the traditional economics-based perspectives. Providing comprehensive and leading edge overviews of current scholarship, this companion surveys the current state of the field and provides a basis for improving our understanding of the non-market environment, encouraging new insights to improve strategies for enhancing a firm's performance and legitimacy. The international team of contributors includes Jorge E. Rivera, Carl Kock and Jonathan P. Doh who combine to create a book which is vital reading for students and researchers in business, management and politics, including those interested in political regulation and business, environmental policy and corporate social responsibility"-- |
| Carrier Form: | xxii, 426 pages : illustrations ; 25 cm. |
| Bibliography: | Includes bibliographical references and index. |
| ISBN: |
9780415712316 (hardback) : 0415712319 (hardback) |
| Index Number: | HD62 |
| CLC: | F272 |
| Call Number: | F272/R869 |
| Contents: |
Introduction : the evolution of non-market strategy in theory and practice / Political knowledge and the resource-based view of the firm / An institutional perspective on non-market strategies for a world in flux / How regulatory uncertainty drives integrated market and non-market strategy / A politics and public policy approach / The uneasy interplay between non-market strategy and international relations / Corporate social responsibility / Corporate political activity / Non-market strategies in legal arenas / Culture and international investment / Managing business-government relationships through organizational advocacy / Environmental performance and non-market strategy : the impact of inter-organizational ties / Corporate responsibility and stakeholder relationship impact / Strategic CSR, value creation and competitive advantage / Managing non-market risk : is it possible to manage the seemingly unmanageable? / States, markets, and the undulating governance of the global electric power supply industry : scholarship meets practice / Corporate climate change adaptation : an emerging non-market strategy in an uncertain world / Stakeholder collaboration as a catalyst for development : company-NPO partnerships in New Zealand / Regional trade agreements : non-market strategy in the context of business regionalization / Wholly woned foreign subsidiary government relation-based strategies in the Philippines : regulatory distance and performance implications / Non-market strategy in Eastern Europe and Central Asia / Jeitinho Brasileiro : adopting non-market strategies in Brazil / Conclusion : where next for non-market strategy? / |