Introduction: Non-market Strategies

Angelina Zubac; Danielle Tucker; Ofer Zwikael; Kate Hughes; Shelley Kirkpatrick

doi:10.1007/978-981-19-2336-4_17

Introduction: Non-market Strategies

Angelina Zubac^*, Danielle Tucker, Ofer Zwikael, Kate Hughes, Shelley Kirkpatrick

^*Corresponding author for this work

Research output: Chapter in Book/Report/Conference proceeding › Chapter › peer-review

Abstract

It would be easy to assume that non-market strategies are only necessary for organisations operating primarily in the non-market environment. However, this would be wrong. All organisations are impacted by the non-market environment to some extent. The non-market and market environments are subject to continual institutional change too. Much of this change depends on individual stakeholders’ objectives. These may be of a personal nature or something that the stakeholder wants to achieve on behalf of an institution. Therefore, as the two chapters in this section each distinctly conclude, organisations with integrated non-market and market strategies are likely to be higher performing than those without integrated strategies.

Original language	English
Title of host publication	Effective Implementation of Transformation Strategies
Subtitle of host publication	How to Navigate the Strategy and Change Interface Successfully
Publisher	Springer Nature
Pages	409-414
Number of pages	6
ISBN (Electronic)	9789811923364
ISBN (Print)	9789811923357
DOIs	https://doi.org/10.1007/978-981-19-2336-4_17
Publication status	Published - 1 Jan 2022

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Introduction: Non-market Strategies

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