Nonmarket strategies of media enterprises in the Mexican television industry

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

“…The use of the term 'nonmarket' as applied to firm-level strategies has been around for some time now but the studies of how firms suggest nonmarket performance focused on public policy process are more recent (Baron 1995(Baron , 1997(Baron , 2003Vázquez-Maguirre and Hartmann 2013). According to Getz (1993) and Wei, Li, and Zhang (2014), firms that are highly dependent on government contracts are more likely to engage in nonmarket strategy to shape favourable policy.…”

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

“…We are also interested in the responses of an organisation to customer and competitor intelligence, as well as organisational strengths in refreshing the product mix and entering new markets (Doyle, and Armenakyan, 2014;Kirca et al, 2005). In a general sense, this study is motivated by an interest in alleviating tension concerning the nature of the relationship between NMS and a market orientation (Baron, 1995a;Cavazos and Rutherford, 2012;Hadani et al, 2015) as well as reconciling inconclusive findings published heretofore, concerning NMS, its environmental sources, and its capabilities-based outcomes (Baron, 1995b;Doh et al, 2012;Henisz and Zelner, 2012;Holburn and Vanden Bergh, 2008;Kingsley et al, 2012;Lailani Laynesa and Mitsuhashi, 2013;Meyer and Peng, 2016;Peng, 2003;Sawant, 2012;Vázquez-Maguirre and Hartmann, 2013). In addition, NMS, marketing strategy, and organisational capabilities aligned with demand generation are assessed for their respective impacts on organisational performance (as shown in Figure 1).…”

“…A marketing strategy-performance nexus has been widely supported for several decades (Dess and Davis, 1984;Parnell et al, 1997), but executing an NMS can also stimulate performance as well, both through actions initiated by individual firms and those initiated by groups of firms (Doh et al, 2012). Entire industries may seek to influence public policy concerning environmental issues, product safety, and labour (Porter andKramer, 2002, 2006;Vázquez-Maguirre and Hartmann, 2013), while strategic groups within the industry may seek to influence government activity as it relates to their common interests (Frynas et al, 2006;Mahon et al, 2004). Indeed, an NMS focused on aligning organisational strengths with environmental conditions is more likely to result in competitive advantage for the firm.…”

Media Control: A Case for Privatization in Transitional Economies

“…There is research that analyses market concentration in other markets, research that focuses on television markets, but not in regard to both television market and market concentration (Vázquez-Maguirrea and Hartmann, 2013;Schmid and Ulrich, 2013;George, 2007;Chong-En, Jie, Qiong, 2014 …”

“…The duopoly was maintained due to first mover advantages and barriers to entry (Vázquez-Maguirrea and Hartmann, 2013). Substitute products for television (such as the internet) have been explored as entry barriers have been lowered.…”