01917nam a22002897a 4500 OSt 20260515114406.0 a|||||o|||| 00| 0 260121b |||||||| |||| 00| 0 eng d 1532-9194 TBS EN TBS eng Bach, David 27091 author What every CEO needs to know about nonmarket strategy / David Bach, David Bruce Allen. MIT Sloan Management Review, 2010 41-48 pages. MIT Sloan management review, 2010-03, Vol.51 (3), p.41-48 Nonmarket strategy recognizes that businesses are social and political beings, not just economic agents. Because companies create and distribute value, a plethora of actors seek to influence them - formally, through laws and regulation, and informally, through social pressure, activism and efforts to shape the public perception of business. Companies can't escape this. Smart executives, therefore, engage with their social and political environment, helping shape the rules of the game and reducing the risk of being hemmed in by external actors. Yet, few companies are prepared to do the hard work and commit long term to developing an effective nonmarket strategy. Fewer still understand how to integrate market and nonmarket strategies to sustain competitive advantage. Defending intellectual property rights and demonstrating good corporate citizenship are just two of the many nonmarket issues facing CEOs. MSc International Business 26977 Social responsibility of business 2683 Corporate governance 7297 Corporate culture 5314 Organizational change Management 3673 Allen, David Bruce 27093 author https://research.ebsco.com/linkprocessor/plink?id=631c6175-d0c3-3164-8529-b3cea4e32ea0 lcc ARTICLE 0 0 lcc 0 0 CT TBS TBS 2026-05-15 0 5208 2026-05-15 https://research.ebsco.com/linkprocessor/plink?id=631c6175-d0c3-3164-8529-b3cea4e32ea0 2026-05-15 ARTICLE 5208 5208