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Integrated strategy and international trade disputes barons


integrated strategy and international trade disputes barons

firm performance when it comes to regime changes, because connections and ties to the government break away. The specific inclusion of the keywords political and social strategy underlines the holistic approach, as already outlined in previous parts of this paper. International, studies Quarterly, Vol. CrossRef Google Scholar Yiu,., and. Hence, the majority of papers examine isolated aspects or activities such as corporate social responsibility or corporate lobbying. Based on an outlined strategy cube, the authors argue that an integrated strategy can become the source of a rent-creating competitive advantage. 2004 ) as well as empirical studies (Lamberg. In contrast to studies and reviews which address the topic in a partial and isolated way, only examining (facets of) nonmarket sub-strategies, the present review aims at a holistic perspective that integrates previously unconnected research streams.

Integrated strategy and international trade disputes barons
integrated strategy and international trade disputes barons

Hillman and Hitt ( 1999 ) refer to those maneuvers as corporate lobbying, press conferences, grass root mobilization or public relations. Correspondingly, it can be summarized that the more tenured a CEO is the more he will implement nonmarket strategies. 3 Methods We conduct a systematic literature review (Cooper 1998 ; Petticrew and Roberts 2009 ) to map and assess the body of knowledge on nonmarket strategies and to point out prevailing research gaps (Chalmers. Key determinants are summarized in Fig. Organization Science 13: 667683. A broad variety of indicators is applied to measure the impact of nonmarket strategies on firm performance. Although Baron already highlighted the importance of an integrated strategy (Baron 1995, 2001, 2013 up to now there are only few publications addressing this issue.

( 2009 ) conceptually outline that pressure from social actors might influence firms either to adapt or to actively seek change via social strategies. Thus, it is suggested that firms whose direct competitors are heavily socially or politically active will also align their activities accordingly to avoid a competitive disadvantage.

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