Foreword by D. Baron Part I: Theoretical Lenses on Mon-Market Strategy 1. Introduction: The evolution of non-market strategy in theory and practice 2. Political Knowledge and the Resource-Based View of the Firm 3. An Institutional Perspective on Non-Market Strategies for a World in Flux 4. How Regulatory Uncertainty Drives Integrated Market and Non-Market Strategy 5. A Politics and Public Policy Approach 6. The Firm and International Relations Theory Part II: Non-Market Foundations and Structure 7. Corporate Social Responsibility 8. Corporate Political Activity 9. Non-Market Strategies in Legal Arenas 10. Culture and International Investment 11. Managing Business-Government Relationships Through Organizational Advocacy Part III: Non-Market Impact and Performance 12. Environmental Performance and Non-Market Strategy: The impact of interorganizational ties 13. Corporate Responsibility and Stakeholder Relationship Impact 14. Strategic CSR, Value Creation and Competitive Advantage 15. Managing Non-Market Risk: Is it possible to manage the seemingly unmanageable? 16. States, Markets, and the Undulating Governance of the Global Electric Power Supply Industry: Scholarship meets practice Part IV: Non-Market Context and Challenges 17. Corporate Climate Change Adaptation: An emerging non-market strategy in an uncertain world 18. Stakeholder Collaboration as a Catalyst for Development: Company-NPO partnerships in New Zealand 19. Regional Trade Agreements: Non-market strategy in the context of business regionalization 20. Wholly-Owned Foreign Subsidiary Government Relation-Based Strategies in the Philippines: regulatory distance and performance implications 21. Non-Market Strategy in Eastern Europe and Central Asia 22. Jeitinho Brasileiro: Adopting non-market strategies in Brazil 23. Conclusion: Where next for non-market strategy?