marketing, marketing communications, corporate social responsibility, ethics,

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This paper assesses how competitive uncertainty shapes strategic emphasis, capability development, and organisational performance in an emerging economy. Non-market strategy (NMS) is introduced as a strategic orientation focused on strategic liaison, corporate political activity (CPA), and environmental management. Data collection occurred in Turkey, an emerging economy known historically as a regional centre of commerce, but increasingly defined by political and economic uncertainty. Analyses demonstrated that competitive uncertainty impacts emphasis on NMS, marketing strategy, and marketing capabilities, but an unexpected, positive link between NMS and marketing capabilities was also observed. Although no direct NMS-performance link was found, evidence points to NMS as a necessary, but insufficient ingredient for success in an emerging economy environment.