Cambridge Handbook of Nonmarket Strategy in a Global Context

Jonathan Doh is the Rammrath Chair in International Business at Villanova University and a fellow of both the Academy of International Business and the Academy of Management. Ranked among the world's top 1 percent of management scholars, he has written nine books, including International Management (11th ed., 2021) and Aligning for Advantage (2014). Thomas C. Lawton is Professor of Strategy and International Business at University College Cork and Editor-in-Chief of Long Range Planning. As a leading scholar in the nonmarket strategy field, he has written eight books, including Breakout Strategy and Aligning for Advantage (2014). He is also a fellow of the Royal Society of Arts. Tazeeb Rajwani is Professor and Chair of International Business and Strategy at the University of Surrey and a leading global authority on nonmarket strategy. With over 100 publications, including Aligning for Advantage (2014), he has gained extensive experience as a former KPMG consultant and serves as Editor-in-Chief of the Multinational Business Review and Academy of Management Organizations and Their Environments. Pei Sun is Professor and Chair of International Business in the Alliance Manchester Business School at the University of Manchester and a world-renowned expert on corporate governance. He has co-edited the Oxford Handbook of State Capitalism and the Firm (2022) and serves as Associate Editor of the British Journal of Management and Senior Editor of Management and Organization Review.

• Foreword David Bach (IMD); 1. Nonmarket strategy 2.0: competing in an age of structural uncertainty Pei Sun, Tazeeb Rajwani, Thomas C. Lawton and Jonathan Doh; 2. The history and origins of nonmarket strategy research Marcelo Bucheli; 3. Corporate social responsibility and corporate political activity in nonmarket strategy: a careful balancing act Frank G. A. de Bakker; 4. Nonmarket strategy in comparative context: a view from emerging markets Min Jee Oh, Charles Stevens and Markus Taussig; 5. Theoretical lenses on nonmarket strategy: toward a pluralistic theoretical framework Ronei Leonel, Jr., Kathleen Rehbein and Fernanda Reis da Silva; 6. The ethics and morality of nonmarket strategy Onna Malou van den Broek and Laura Olkkonen; 7. Divergent approaches to designing nonmarket strategy research Andrew Barrron; 8. Underexplored methodological approaches in nonmarket strategy research Maria Andrea De Villa; 9. Nonmarket risk assessment in the international business context Chang Hoon Oh and Gabriel Younseo Jo; 10. Corporate responsibility and sustainability: selective firm and researcher attention Frank Wijen and Yannick T. Wiessner; 11. Contextualization of nonmarket strategies in dynamic political and governance settings Dorothee Maria Winkler and Anna Krzeminska; 12. Shareholder politics and stakeholder interests: the influence of political investors on firm nonmarket activity Lee Warren Brown, Marwan Al-Shammari and Rajarshi Aroskar; 13. The impact of geopolitics on nonmarket strategy Timothy Devinney and Christopher A. Hartwell; 14. Non-market strategy for sustainability: the role of corporate innovation Shasha Zhao, Abderaouf Bouguerra, Hyeyoun Park and Yuanyuan Fan; 15. Digital disruption and AI Tahiru Azaaviele Liedong and Tao Chen; 16. CEO Activism Georg Wernicke and Ghina Chammas; Index.