{"title":"复杂制度背景下的非市场策略","authors":"Patricia Klopf","doi":"10.46697/001c.18358","DOIUrl":null,"url":null,"abstract":"Managers face nonmarket pressures that increasingly challenge the way they run their firms. These challenges often require managers to get savvy in nonmarket strategy. While nonmarket strategy can be relevant for all firms, it is particularly relevant for multinational enterprise subsidiaries, because they operate in countries that differ from their multinational enterprise’s home country and are thus subject to the liability of foreignness. In my dissertation research, I was aiming to better understand the incentives and drivers behind firms’ nonmarket strategies.","PeriodicalId":93253,"journal":{"name":"AIB insights","volume":"438 1","pages":""},"PeriodicalIF":0.0000,"publicationDate":"2020-12-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Nonmarket Strategies across Complex Institutional Contexts\",\"authors\":\"Patricia Klopf\",\"doi\":\"10.46697/001c.18358\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Managers face nonmarket pressures that increasingly challenge the way they run their firms. These challenges often require managers to get savvy in nonmarket strategy. While nonmarket strategy can be relevant for all firms, it is particularly relevant for multinational enterprise subsidiaries, because they operate in countries that differ from their multinational enterprise’s home country and are thus subject to the liability of foreignness. In my dissertation research, I was aiming to better understand the incentives and drivers behind firms’ nonmarket strategies.\",\"PeriodicalId\":93253,\"journal\":{\"name\":\"AIB insights\",\"volume\":\"438 1\",\"pages\":\"\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2020-12-22\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"AIB insights\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.46697/001c.18358\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"AIB insights","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.46697/001c.18358","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
Nonmarket Strategies across Complex Institutional Contexts
Managers face nonmarket pressures that increasingly challenge the way they run their firms. These challenges often require managers to get savvy in nonmarket strategy. While nonmarket strategy can be relevant for all firms, it is particularly relevant for multinational enterprise subsidiaries, because they operate in countries that differ from their multinational enterprise’s home country and are thus subject to the liability of foreignness. In my dissertation research, I was aiming to better understand the incentives and drivers behind firms’ nonmarket strategies.