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.

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.

Offering a strategic orientation to crisis management, Crisis Management in the New Strategy Landscape 2e helps readers understand the importance of planning for crises within the wider framework of an organization's regular strategic management process. The text follows a four-stage crisis management framework: (1) Landscape Surveyuanticipating crisis events, (2) Strategic Planningusetting up the crisis management team and plan, (3) Crisis Managementuaddressing the crisis when it occurs, and (4) Organizational Learninguapplying lessons from crises so they will be prevented or at least mitigated in the future. New and HallmarkaFeatures New Chapter on international crisis managementCovers the latest trends in crisis management and looks forward to how crisis management plans and teams will look in the future Views crisis management through the lens of chaos theory, which offers real world application for practicing managers in the context of crisis management Includes a full chapter on business ethics that shows how ethical issues with management can contribute to crises and what can be done to avoid future ethics-related crises Offers a chapter on organizational learning that shows managers what needs to be done after the crisis ends, and why it is important not to return to business as usual Includes case studies and vignettes at the beginning and end of each chapter to give readers a look at real world situations where crises have occurred Provides an outline of items to include in a crisis management plan in the Appendix Crisis Management in the New Strategy Landscape is intended for upper-level undergraduate or graduate courses in Crisis Management or Crisis Communications offered in departments of management, public administration, or communication. The book could also be used as a supplement for strategic management (business policy) courses.

Ayn Rand wrote and lectured on economic concepts and topics. This volume addresses the economic and business aspects of her writings. The authors of this anthology are from a variety of fields and all of them are enthusiastic supporters of her ideas.

Ayn Rand wrote and lectured on economic concepts and topics. This volume addresses the economic and business aspects of her writings. The authors of this anthology are from a variety of fields and all of them are enthusiastic supporters of her ideas.