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雷达卡
by John A. Parnell (Author)
About the Author
John A. Parnell is the William Henry Belk Professor of Management at the University of North Carolina at Pembroke. Dr. Parnell has over 20 years of college teaching and administrative experience, serving for five years as Professor and Head of the Department of Marketing and Management at Texas A&M University-Commerce before moving to Pembroke. He served as Interim Dean of the UNCP School of Business during the 2014-15 academic year.
Dr. Parnell is the author of over 200 basic and applied research articles, published presentations, and cases. His present research is focused on business strategy and performance, business ethics, and crisis management. Recent publications have appeared in the Journal of Business Ethics, International Journal of Organizational Analysis, Academy of Management Learning & Education, Management Decision, Journal of Management Education, the European Journal of Management, Journal of Strategy & Management, and Strategic Change. He is the author of Strategic Management: Theory and Practice (2016, Academic Media Solutions, 5e), a co-editor of Business English (2010, Higher Education Press-Beijing), and co-author of Crisis Management in the New Strategy Landscape (2013, Sage Publications, 2e). Dr. Parnell has conducted lectures and executive development workshops in a number of countries, including Egypt, Mexico, Peru and China.
About this book
This book explores nonmarket strategy (NMS) in firms by invoking economic, political and philosophical perspectives. Featuring data from the USA, the UK, India, China, Mexico and other countries, the author links NMS to economic freedom, regional development, corruption and other national factors.
Nonmarket strategy (NMS) refers to any part of a firm’s strategy that seeks to generate superior performance through means not directly associated with market activity, such as lobbying legislators, colluding with rivals to erect industry entry barriers and pursuing direct business-government partnerships. Decades ago, nonmarket factors comprised a minor, peripheral consideration in organizational strategy. Today, NMS is central to strategy development and execution. This phenomenon is driven by both corruption in emerging economies and cronyism in the developed world. Scholarly interest in NMS continues to increase and while much is known about the topic, some core questions still remain such as: Are there different drivers for and implications of proactive NMS versus defensive NMS? How do national environments influence firm decisions to pursue NMS? The data presented in the book explores many of these questions.
Providing a comprehensive, multidisciplinary analysis that includes elements of management, economics, philosophy and social sciences, this book is beneficial for scholars, practitioners, students, academics and policy makers interested in NMS.
Table of contents
1 Introduction
The Nonmarket Strategy Nomenclature
Contemporary Market and Nonmarket Dimensions
Current Research on Nonmarket Strategy
Integrating Nonmarket and Market Strategies
The Plan for This Book
2 Nonmarket Strategy FAQ
What Does Nonmarket Strategy (NMS) Mean to Managers?
What Does NMS Mean to Students in Business and Economics?
Why Do Nonmarket Issues Receive More Attention Today than in the Past?
Do the Competitive Environment, the Industry, and Organizational Size Drive NMS?
Can We Determine What a Company Is Really Doing with Regard to NMS?
Is There an Ethical Dimension to NMS?
How Does NMS Influence Firm Performance?
Can NMS Hurt Firm Performance?
How Does NMS Vary Across Nations?
Can and Should Firms Simply Keep Their Market and Nonmarket Strategies Separate?
How Should Strategic Managers Approach NMS in Their Organizations?
3 Data Collection and Analysis
The Heritage Foundation’s 2018 Index of Economic Freedom
The Multinational Data Collection
Assessing Data Quality
4 Nonmarket Strategy in the USA
The Context for Business
Nonmarket Strategy: The USA
US Data
5 Nonmarket Strategy in the UK
The Context for Business
Nonmarket Strategy: The UK
UK Data
6 Nonmarket Strategy in India
The Context for Business
Nonmarket Strategy: India
India Data
7 Nonmarket Strategy in Mexico
The Context for Business
Rule of Law
Government Size
Regulatory Environment
Market Freedom
Nonmarket Strategy: Mexico
Mexico Data
8 Nonmarket Strategy in Venezuela
The Context for Business
Rule of Law
Government Size
Regulatory Environment
Market Freedom
Nonmarket Strategy: Venezuela
Venezuela Data
9 Nonmarket Strategy in Egypt
The Context for Business 99
Rule of Law
Government Size
Regulatory Environment
Market Freedom
Nonmarket Strategy: Egypt
Egypt Data
10 Nonmarket Strategy in China
The Context for Business
Rule of Law
Government Size
Regulatory Environment
Market Freedom
Nonmarket Strategy: China
China Data
11 Nonmarket Strategy in Turkey
The Context for Business
Rule of Law
Government Size
Regulatory Environment
Market Freedom
Nonmarket Strategy: Turkey
Turkey Data
12 Nonmarket Strategy in Poland
The Context for Business
Rule of Law
Government Size
Regulatory Environment
Market Freedom
Nonmarket Strategy: Poland
Poland Data
13 Nonmarket Strategy in Ghana
The Context for Business
Rule of Law
Government Size
Regulatory Environment
Market Freedom
Nonmarket Strategy: Ghana
Ghana Data
14 Conclusion
Context Is Critical
Strategic Capabilities and NMS
NMS and Performance
Corruption, Cronyism, and Political NMS
Ethics and Social NMS
The Overlap Between Political and Social NMS
Integrating Market and Nonmarket Strategies
A Long-Term Perspective on NMS
Global Trade as an Illustration of NMS
Unresolved Issues and Future Research
Length: 205 pages
Publisher: Springer; 1st ed. 2019 edition (September 3, 2018)
Language: English
ISBN-10: 3319932411
ISBN-13: 978-3319932415
PDF version
Springer__Nonmarket Strategy in Business Organizations_A Global Assessment.pdf
(2.54 MB, 需要: 15 个论坛币)
EPUB version
Springer__Nonmarket Strategy in Business Organizations_A Global Assessment.epub
(3.03 MB, 需要: 15 个论坛币)
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