000			01917nam a22002897a 4500
003			OSt
005			20260515114406.0
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008			260121b |||||||| |||| 00| 0 eng d
022			_a1532-9194
040			_aTBS _bEN _cTBS
041			_aeng
100			_aBach, David _927091 _eauthor
245			_aWhat every CEO needs to know about nonmarket strategy _c/ David Bach, David Bruce Allen.
260			_bMIT Sloan Management Review, _c2010
300			_a41-48 pages.
362			_aMIT Sloan management review, 2010-03, Vol.51 (3), p.41-48
520			_a 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.
630		0	_aMSc International Business _926977
650		0	_aSocial responsibility of business _92683
650		0	_aCorporate governance _97297
650		0	_aCorporate culture _95314
650		0	_aOrganizational change _xManagement _93673
700			_aAllen, David Bruce _927093 _eauthor
856			_uhttps://research.ebsco.com/linkprocessor/plink?id=631c6175-d0c3-3164-8529-b3cea4e32ea0
942			_2lcc _cARTICLE
999			_c5208 _d5208