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1 – 10 of over 2000Luyao Jiang, Yanan Sun and Hongbo Zhao
This study aims to explore the relationship between non-market strategies and organizational resilience, using a Chinese private enterprise as an example.
Abstract
Purpose
This study aims to explore the relationship between non-market strategies and organizational resilience, using a Chinese private enterprise as an example.
Design/methodology/approach
This study collected data through semi-structured interviews and analyzed them through grounded theory, using a three-step approach of open coding, axial coding and selective coding to analyze and construct a model of the mechanism of the impact of non-market strategies on organizational resilience.
Findings
The following conclusions were drawn from this study. (1) Stakeholders, internal and external environment and entrepreneurship are important motivations that influence private firms to implement non-market strategies to enhance organizational resilience, with entrepreneurship being the key driver. (2) Non-market strategies contain three dimensions, and different non-market behaviors have different mechanisms of action on the organizational resilience of firms. (3) Non-market strategies and organizational resilience form an interactive spiral relationship. This mutually reinforcing effect promotes firm growth and sustainable corporate development. The research results enrich the theoretical connotation of non-market strategies, construct a model of the mechanism of influence of non-market strategies on organizational resilience, and describe three explanatory paths for the relationship between the two–incentive mechanism, functional mechanism and transformation mechanism.
Research limitations/implications
This study's single case is unique and based on the Chinese context. In addition, this study adopts a rooted qualitative research approach and although the coding and model construction strictly follow the steps of grounded theory research, a degree of subjectivity is inevitable. On this basis, future research can adopt quantitative analysis methods to test and improve the model.
Practical implications
This paper explores the important role of non-market strategies in the Chinese context under the impact of traditional market mechanisms, based on the perspective of Chinese private enterprises, and provides new insights and revelations for private enterprises to achieve sustainable development.
Originality/value
This study innovatively explores the formation mechanism of organizational resilience from the perspective of non-market strategies, adding a new perspective to the literature. Additionally, it examines the mechanisms between long-term non-market strategy and organizational resilience, particularly their relationship in times of crisis, utilizing a rooted approach that goes beyond static analysis.
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Peihong Xie, Xin Li and Xuemei Xie
This paper aims to systematically examine the key notion of integration of non-market and market strategies in the increasingly popular study of corporate non-market strategies…
Abstract
Purpose
This paper aims to systematically examine the key notion of integration of non-market and market strategies in the increasingly popular study of corporate non-market strategies.
Design/methodology/approach
This paper is based on a brief literature review of the non-market strategy (NMS) research that shows the existing literature does not offer a clear and systematic account of the key notion of integration. It suggests any systematic account of integration should address at least three interrelated questions, i.e. why, what and how to integrate non-market and market strategies?
Findings
For the why question, the authors use a formal model to demonstrate that the essence of the most important type of integration synergy lies in the positive spillover or externality from non-market to market strategies. For the what question, the authors identify the contents of integration at three levels, i.e. the level of non-market environment analysis, the level of NMS choice, and the level of non-market dynamic interactions. For the how question, the authors argue that the combination of non-market and market strategies should be seamless in terms of horizontal, vertical and intentional coordination. Overall, the authors argue, only when the right contents are combined and seamlessly coordinated will there be high synergies from integration of non-market and market strategies.
Practical implications
Managers are advised to give non-market strategies full attention. Managers charged with non-market tasks should explore how to seamlessly coordinate non-market and market strategies in order to gain maximal synergies.
Originality/value
This paper is the first to examine the key notion of integration in a systematic manner. It is the first to propose a three-question solution to systematic understanding of the notion and the first to propose the seamless coordination concept and its associated three aspects of seamless coordination.
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Abdullah Sanusi and Julia Connell
The purpose of this paper is to examine the non-market strategies adopted by government-contracted small and medium enterprises (SMEs) in order to address the challenges they…
Abstract
Purpose
The purpose of this paper is to examine the non-market strategies adopted by government-contracted small and medium enterprises (SMEs) in order to address the challenges they faced in the business of procurement. Although SMEs are important contributors to employment and the national economy, they demonstrated different levels of effectiveness depending on the management strategies they adopted.
Design/methodology/approach
Using case study methodology, data were gathered by conducting interviews with the owners/managers of Indonesian SMEs. Findings were analysed using the (ia)3 framework developed to assist the understanding of non-market environments.
Findings
Findings indicated that a key characteristic of the Indonesian non-market environment was the influence of the government and Indonesian society. This led to differing degrees of dissatisfaction among SME owners and managers who reported that they had to work within a number of constraints for business survival, while simultaneously learning how to “play the games” demanded by the business and regulatory environment.
Research limitations/implications
Limitations relate to the number of empirical cases represented and the geographical area covered. Further research is recommended in order to provide the opportunity for research generalisation.
Practical implications
These findings illustrate the need for transparency and integrity in the procurement process in relation to Indonesian SMEs. It is proposed that SMEs in similar sectors may benefit from forming strategic alliances/industry clusters to support future knowledge sharing and promote their collective voice.
Originality/value
To date, studies on non-market strategies have largely focused on developed countries and large firms. Consequently, this paper goes some way towards bridging the gap in the non-market environment in developing countries concerning SMEs and potential strategies for adoption.
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Prior studies of competitive dynamics in emerging economies restricted their attention to how the multinational enterprise (MNE) initiates actions against the domestic firm in the…
Abstract
Purpose
Prior studies of competitive dynamics in emerging economies restricted their attention to how the multinational enterprise (MNE) initiates actions against the domestic firm in the market environment with no regard for the home-host relations. By contrast, this study aims to investigate how the domestic firm challenges the MNE in the non-market environment when there is home–host political hostility.
Design/methodology/approach
The authors conducted a case study of non-market rivalry between an MNE from the Taiwan region and a domestic firm on the Chinese mainland in the period 2004–2008.
Findings
Riding the home–host political hostility, the domestic firm mounted political tactics against the MNE on two fronts. It lobbied the government for identity-targeted policy changes, which demanded state-funded clients buy only from domestic suppliers. It also unethically spread identity-targeted political rumors to vilify the MNE in the local society. The MNE defended itself against the unfavorable policy by engaging in identity work of restructuring its distribution channels to conceal its “foreign” (non-domestic) identity. To fight off the rumors, it built a corporate citizen identity by identity work of aligning corporate social responsibility and research and development with local policy priorities.
Originality/value
The authors broaden the concept of competitive aggressiveness to include non-market actions, particularly unethical ones targeting a rival’s identity. The authors contribute to identity work scholarship by pinpointing an unrecognized phenomenon – high-effort identity work, used by the MNE as a defensive response. The emergent findings develop a moral perspective on non-market rivalry.
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Xinming Deng, Zhilong Tian, Shuai Fan and Muhammad Abrar
The purpose of this paper is to explore the prediction of competitive response based on the characteristics of market and non‐market actions comprehensively, and develop a…
Abstract
Purpose
The purpose of this paper is to explore the prediction of competitive response based on the characteristics of market and non‐market actions comprehensively, and develop a four‐stage decision‐making model of firm's competitive action, which is significant for Chinese practicing managers when formulating and implementing the strategies, and further predicting competitors' strategic choices.
Design/methodology/approach
The research adopted the method of structured content analysis and carried out the survey in Chinese home appliance industry, mainly covering the largest firms, including TCL, Hisense, Changhong, Konka, Haier, and Skyworth. The method of multiple regression analysis was employed to test the hypotheses.
Findings
The results show that in order to comprehensively forecast competitor's responding behaviors, the firms could not only limit their perspective to market field but also pay attention to non‐market. Additionally, in the process of dynamic interaction, the attacking or responding action is not independent and it is related significantly to another three type decisions, which are market and non‐market, strategic and tactic, and collective and individual. Further, the study asserts that, in market field, tactic activity is more likely to trigger competitor's response than strategic one, while in non‐market, the situation is just the opposite. Meanwhile, the study figured out that individual market attack is easier to trigger individual market and non‐market response, as well as collective market response. While for non‐market action, whatever it is individual or collective, both would be easy to provoke competitor's collective response.
Originality/value
The research findings extend the existing competitive interaction theory to non‐market field. When forecasting competitor's choice of the competitive action, the firms could not only limit their perspective to market field but also pay attention to non‐market, attaching importance to certain situation of competitor's taking such non‐market action as corporate philanthropy, etc. to launch an attack or a response for gaining competitive advantage.
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Strategic management scholars have acknowledged the existence of a dark side of strategy, but have failed to consider how companies engage and adapt “dark and immoral” non-market…
Abstract
Strategic management scholars have acknowledged the existence of a dark side of strategy, but have failed to consider how companies engage and adapt “dark and immoral” non-market strategies to gain competitive advantage and to maintain corrupt alliances. In this chapter, I analyze the use of corruption as a non-market strategy by construction companies’ suppliers of the Oil and Gas Company Petrobras from 2002 to 2014. The author use verifiable court decisions and analyze the set of rules created by a corrupt cartel to enact their corrupt strategies. The author extend the management literature by showing how a corrupt group of firms adopt a series of strategies not only for their short-term competitive advantage but also to maintain their internal cohesion. Finally, the author develop a model that explains the maintenance of long-term corrupt relationships.
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Jocelyn Leitzinger, Brayden G King and Forrest Briscoe
While there are a number of theoretical traditions that study the interactions of business and society, research in these spaces has failed to sufficiently engage across these…
Abstract
While there are a number of theoretical traditions that study the interactions of business and society, research in these spaces has failed to sufficiently engage across these traditions. This volume aims to bridge these domains, creating a conversation among scholars working at the nexus of stakeholder theory, non-market strategy, and social movement theory. In this introductory chapter to the volume, we review the historical context of these three theoretical areas and explore how they connect in current research. We follow this discussion with our recommendations for common themes that might further integrate these subfields. Finally, we conclude the chapter with a description of each paper in the volume, highlighting how each contributes to our understanding of the dynamics of business and society, as well as the integration of our three focal subfields.
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Drawing on the strategic choice and resource dependence perspectives, the purpose of this paper is to investigate the relationship between corporate political strategy and…
Abstract
Purpose
Drawing on the strategic choice and resource dependence perspectives, the purpose of this paper is to investigate the relationship between corporate political strategy and innovation in the manufacturing industry in the USA.
Design/methodology/approach
The paper proposes two competing views on the relationship between corporate political strategy and innovation building on strategic choice and resource dependence perspectives.
Findings
The results show support for the resource dependence perspective, suggesting that corporate political strategy is complementary to innovation. The paper also tests for the moderating effects of firm characteristics such as firm size and financial resources, and industry characteristics such as industry concentration and growth on this relationship. The findings indicate that firms that invest heavily in innovation strategies may also want to consider investing in corporate political strategy to create favorable conditions for innovation.
Originality/value
The paper suggests that corporate political strategy can be viewed as alternative or complementary to innovation strategy. Firm characteristics such as firm size and financial resources, and industry characteristics such as industry concentration and growth, moderate the relationship between corporate political strategy and innovation.
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Haritz Gorostidi-Martinez and Xiaokang Zhao
By reviewing the overall concept of corporate political strategy (CPS), the purpose of this paper is to display a contemporary summary of issues of the diverse global CPSs. This…
Abstract
Purpose
By reviewing the overall concept of corporate political strategy (CPS), the purpose of this paper is to display a contemporary summary of issues of the diverse global CPSs. This study additionally aims to provide relevant corporate political behavioral concepts that surround a firm’s political actions when entering specific politico-economic markets as well as future work recommendations. This paper further provides a contemporary bibliographic analysis on CPS.
Design/methodology/approach
Through a systematic ISI Web of KnowledgeTM All Databases literature review on “CPS,” the research was refined in relation to articles from “all year time-span,” “social science,” and “business economic” areas. After relevant papers were retrieved, sorted, and analyzed, a final bibliographic analysis on CPS was performed using HistCite reference graph maker.
Findings
Results of this research provide a table with a conceptual summary of different CPS types, approaches to political strategy, participation levels, assessment of the political environments, research implications, as well as other related CPS factors.
Research limitations/implications
There is still a lack of empirical research on how specific firm CPSs can help overcome the effect of foreignness within different host countries. This study provides an overview and list of CPSs that companies use when entering a particular politico-economic context as well as inner CPS research streams.
Originality/value
This contemporary conceptual taxonomy on CPS provides researchers as well as practitioners with insights into the global CPS evolution, in addition to a current picture of CPS within different contexts.
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Mine Ozer, Irem Demirkan and Omer N. Gokalp
This study aims to investigate how corporate lobbying affects the relationship between collaboration networks and innovation.
Abstract
Purpose
This study aims to investigate how corporate lobbying affects the relationship between collaboration networks and innovation.
Design/methodology/approach
The study incorporates insights from the corporate political strategy perspective into the social network research to examine how firms utilize non‐market mechanisms as a way to manage uncertainty. In particular, using data from 291 US pharmaceutical firms, the authors study the moderating effects of corporate lobbying on the relationship between collaboration networks and firm innovativeness.
Findings
The results show that corporate lobbying moderates the relationship between network centrality, structural holes, and network size, and firm innovativeness.
Originality/value
The study integrates social network and corporate political strategy research in the case of collaboration networks. Integrating social network and corporate political strategy literatures provides us with new insights into what determines success of firm innovativeness. The study shows that in addition to network structures, firms must consider other variables such as government regulation in fostering their innovativeness.
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