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9780415712316

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'The Routledge Companion to Nonmarket Strategy presents the current state of the art in the field and identifies a rich set of research opportunities for improving our understanding of the nonmarket environment, for developing new insights to improve strategy formulation and selection, and for empirically evaluating the effectiveness of strategies for enhancing a firm’s performance and legitimacy.' - Foreword from David P. Baron, University of Stanford, USA 'The authors of this volume have an exciting project: dragging the strategy discipline beyond the cliches of market competition towards full recognition of regulators, family networks, not-for-profits, pressure groups and state-owned enterprises as crucial actors in the contemporary environment. They advance a view in which markets are much more complex than traditionally seen.' - Richard Whittington, Professor, University of Oxford, UK 'A comprehensive, thorough, and contemporary examination of the field of non-market strategy. Each chapter is written by the leading figures of the discipline, and provides a complete and authoritative overview of the state of knowledge on some of the most central questions and debates. The whole spectrum of non-market activities is covered in this Companion - from corporate political activities and social responsibility, to climate change. No other non-market strategy book covers the same range of topics in this depth. This superb book is indispensable for any scholar or student of non-market strategy.' - Kamel Mellahi, Professor, University of Warwick, UK

'The Routledge Companion to Nonmarket Strategy presents the current state of the art in the field and identifies a rich set of research opportunities for improving our understanding of the nonmarket environment, for developing new insights to improve strategy formulation and selection, and for empirically evaluating the effectiveness of strategies for enhancing a firm's performance and legitimacy.' - Foreword from David P. Baron, University of Stanford, USA 'The authors of this volume have an exciting project: dragging the strategy discipline beyond the cliches of market competition towards full recognition of regulators, family networks, not-for-profits, pressure groups and state-owned enterprises as crucial actors in the contemporary environment. They advance a view in which markets are much more complex than traditionally seen.' Richard Whittington, Professor, University of Oxford, UK

Author Information

Thomas C. Lawton is Professor of Strategy and International Management at the Open University Business School, UK and Visiting Professor at the Tuck School of Business at Dartmouth, USA. Tazeeb S. Rajwani is Senior Lecturer in Strategic Management at Cranfield School of Management, UK.

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