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Aligning for AdvantageCompetitive Strategies for the Political and Social Arenas$
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Thomas C. Lawton, Jonathan P. Doh, and Tazeeb Rajwani

Print publication date: 2014

Print ISBN-13: 9780199604746

Published to Oxford Scholarship Online: April 2014

DOI: 10.1093/acprof:oso/9780199604746.001.0001

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Leading for Advantage

Leading for Advantage

Chapter:
(p.209) 12 Leading for Advantage
Source:
Aligning for Advantage
Author(s):

Thomas C. Lawton

Jonathan P. Doh

Tazeeb Rajwani

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199604746.003.0012

The final chapter discusses how effective strategic leadership recognizes the strengths and limitations of existing internal and external relationships. It advances the notion of a new, top-team-level position responsible for nonmarket strategy design, development, and delivery. This Chief External Engagement Officer (CEEO) function would provide nonmarket leadership for the firm. It argues that a realistic and realizable stance for most companies is a balanced and mutually reinforcing approach to corporate strategy, political activity, and social responsibility. In some instances, alignment may mean deep partnerships with governments or other stakeholders that are embedded in a core business strategy. In others, alignment may consist of looser collaborations with outside organizations and individuals. In either case, the relationship between the nonmarket and market strategies should be conscious and deliberate, not accidental or artificially constructed. This chapter also emphasizes the importance of value chain alignment, which is often essential to implementing alignment successfully.

Keywords:   nonmarket leadership, Chief External Engagement Officer, value chain alignment, implementing alignment

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