Foreword by D. Baron Part I: Theoretical Lenses on Mon-Market Strategy 1. Introduction: The evolution of non-market strategy in theory and practice 2. Political Knowledge and the Resource-Based View of the Firm 3. An Institutional Perspective on Non-Market Strategies for a World in Flux 4. How Regulatory Uncertainty Drives Integrated Market and Non-Market Strategy 5. A Politics and Public Policy Approach 6. The Firm and International Relations Theory Part II: Non-Market Foundations and Structure 7. Corporate Social Responsibility 8. Corporate Political Activity 9. Non-Market Strategies in Legal Arenas 10. Culture and International Investment 11. Managing Business-Government Relationships Through Organizational Advocacy Part III: Non-Market Impact and Performance 12. Environmental Performance and Non-Market Strategy: The impact of interorganizational ties 13. Corporate Responsibility and Stakeholder Relationship Impact 14. Strategic CSR, Value Creation and Competitive Advantage 15. Managing Non-Market Risk: Is it possible to manage the seemingly unmanageable? 16. States, Markets, and the Undulating Governance of the Global Electric Power Supply Industry: Scholarship meets practice Part IV: Non-Market Context and Challenges 17. Corporate Climate Change Adaptation: An emerging non-market strategy in an uncertain world 18. Stakeholder Collaboration as a Catalyst for Development: Company-NPO partnerships in New Zealand 19. Regional Trade Agreements: Non-market strategy in the context of business regionalization 20. Wholly-Owned Foreign Subsidiary Government Relation-Based Strategies in the Philippines: regulatory distance and performance implications 21. Non-Market Strategy in Eastern Europe and Central Asia 22. Jeitinho Brasileiro: Adopting non-market strategies in Brazil 23. Conclusion: Where next for non-market strategy?

The influence and impact of non-market forces on the world of business has increased markedly in recent years. Despite this, non-market elements of corporate strategy are less well researched than the traditional economics-based perspectives. This collection provides a world-class reference work for students and researchers comprised of a comprehensive and leading edge overview of current scholarship in the rapidly expanding area of non-market strategy.

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.