The Integration of Market and Nonmarket Strategy

Abstract

This symposium aims to advance our understanding of how firms integrate or coordinate their strategies undertaken in both the market and the nonmarket context in order to improve organizational performance. It includes four papers, each of which focuses on specific mechanisms through which such integration occurs, or how market and nonmarket factors are interrelated in shaping firms’ activities in different settings. Specifically, the papers discuss how firms handle political uncertainties during the process of mergers and acquisitions (M&A), adopt nonmarket activities to better facilitate post-M&A integration of newly acquired businesses, weigh political and economic factors in making location choices, and pursue nonmarket activities such as lobbying and bribery based on market situations such as industry competition. We believe that the common goal of the four papers and the diversified approaches adopted to address this goal will stimulate productive exchange of ideas to contribute to robust empirical research on “integrated strategy” (Baron, 1995, 1997, 2012; cf. Mellahi et al., 2016). Corporate Political Strategy During Mergers and Acquisitions Presenter: Guy Holburn; U. of Western Ontario Presenter: Richard G. Vanden Bergh; U. of Vermont Formal versus Informal Channels of Influence? How Size Affects Firms' Policymaking Approaches Presenter: Jeffrey Macher; Georgetown U. Presenter: John Mayo; Georgetown U. Presenter: Stephen Weymouth; Georgetown U. Integration of Nonmarket and Market Activities in Cross-border Mergers and Acquisitions Presenter: Jedrzej George Frynas; Middlesex U. Presenter: Mohammad Faisal Ahammad; Sheffield Hallam U. Presenter: Shlomo Yedidia Tarba; U. of Birmingham Presenter: Andrew Scola; Global PMI Partners Political Connections and Firm Location Choices Presenter: Bo Zhao; The U. of Hong Kong Presenter: Nan Jia; U. of Southern California Presenter: Jiangyong Lu; Peking U. Presenter: Wei Zheng; Peking U.