Integrating nonmarket and market resources, strategy and performance in Chinese enterprises: a review of the field and a resource-based empirical study

Abstract

a economics and Management school, wuhan university, wuhan, china; b Judge Business school, university of cambridge, cambridge, uK

Nonmarket and market strategies, strategic uncertainty and strategic capabilities

“…Resource dependence theory emphasizes on the procurement of resources critical to firm survival (Leroux and Goerdel, 2009). Similarly, the resource-based view accentuates the roles played by governments and other external entities in the assimilation of strategic resources (Wei et al, 2016). Stakeholder theory focuses on the need for strategists to consider a wide range of groupsbeyond suppliers, customers and competitorsthat influence and are affected by their actions (Hillman and Keim, 2001).…”

“…Today, however, many firms also engage in nonmarket activities, pursuing success outside of the traditional market realm. This phenomenon has generated scholarly interest about factors that influence a firm's nonmarket emphasis, as well as the link between nonmarket strategy (NMS) and firm performance (Bach and Allen, 2010;Baron, 1995;Wei et al, 2016;Buli, 2017;Mellahi et al, 2016).…”

“…NMS appears to be pursued more by larger firms than by smaller ones (Bach and Allen, 2010) and among firms in emerging economies with less developed regulatory regimes (Doh et al, 2012;Henisz and Zelner, 2012;Kingsley et al, 2012;Meyer and Peng, 2016;Khanna et al, 2005;Marquis and Raynard, 2015). It is also influenced by such factors as industry membership, institutional context and market strategy (MS) (Wei et al, 2016;Funk and Hirschman, 2017).…”

The competitive uncertainty, marketing and non-market roots of capability deployment and organisational performance in Turkey

“…Uncertainty may negate the current usefulness of guidance that has long been available to practitioners through initial writings that were focused on the marketing concept (e.g., Felton, 1959) and more recently, on market orientation (MO; Gruber-Muecke and Hofer, 2015; Jaworski and Kohli, 1993;Kohli et al, 1993;Narver and Slater, 1990) as well as marketing strategies, capabilities, and competitive approaches (Doyle and Armenakyan, 2014;Kirca, 2011). Extant research presents the business performance implications of MO favourably (Bach and Allen, 2010;Baron, 1995b;Mellahi et al, 2016;Wei et al, 2016), but organisations operating in challenging political, economic, and competitive contexts may need to assess whether practices proven effective in more stable, developed nations are sufficient. Potentially, a new 'marketing doctrine' may be required.…”

Corporate political analysis, state ownership of enterprises and firm performance in China

“…Firms have traditionally emphasised market-oriented strategies to achieve superior performance. Today, many also pursue activity outside of the market realm, engaging in a process broadly known as non-market strategy (NMS) (Bach, and Allen, 2010;Baron, 1995;Mellahi et al, 2016;Parnell et al, 2019;Wei et al, 2016). NMS includes patterns of organisational actions designed to improve firm performance outside of the market domain by managing the institutional or societal context of competition (Lux et al, 2012(Lux et al, , 2011.…”