Publication: The Organization of Non-market Strategy
Open/View Files
Date
2016-05-06
Authors
Published Version
Published Version
Journal Title
Journal ISSN
Volume Title
Publisher
The Harvard community has made this article openly available. Please share how this access benefits you.
Citation
Minor, Dylan B. "The Organization of Non-market Strategy." In Strategy Beyond Markets. Vol. 34, edited by John de Figueiredo, Michael Lenox, Felix Oberholzer-Gee, and Rick Vanden Bergh. Advances in Strategic Management. Emerald Group Publishing, forthcoming.
Research Data
Abstract
The purpose of this paper is to explore how firms organize to engage in non-market strategy. To achieve this end, we explore the organization of non-market strategy via a formal model of the firm. The model is motivated by a qualitative study of the organization of non-market strategy of 25 large, U.S. firms. We found that firms either integrate non-market strategy activities throughout the firm or create stand-alone business units that specialize in non-market strategy activities. We find that the advantage of integration over specialization is U-shaped in the importance of non-market strategy to the firm's market strategy. We identify several other factors that predict the advantage (and disadvantage) of integration over specialization. The value of this paper is that it is (to the best of our knowledge) the first to identify the factors that should cause a firm to either integrate or specialize the organization of its non-market strategy. It also develops an original typology of the organization of non-market strategy.
Description
Other Available Sources
Keywords
non-market strategy, corporate social responsibility, organizational design
Terms of Use
This article is made available under the terms and conditions applicable to Other Posted Material (LAA), as set forth at Terms of Service