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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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Rationalizing Complexity *

Rationalizing Complexity *

Chapter:
(p.41) 3 Rationalizing Complexity*
Source:
Aligning for Advantage
Author(s):

Thomas C. Lawton

Jonathan P. Doh

Tazeeb Rajwani

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199604746.003.0003

This chapter considers the regulatory parameters of nonmarket strategy and reviews some of the key literatures that have addressed the nonmarket environment and nonmarket strategy, particularly from a theory of power perspective. To rationalize complexity and align nonmarket conditions more clearly with market objectives, several takeaways are advanced for business practitioners. First, for nonmarket purposes, it is useful to conceptually separate formulation (the strategy of vision, analysis, and configuration) from implementation (the policy of execution, delivery, and performance measurement). Secondly, all aspects of regulatory engagement and compliance can be understood through a nonmarket strategy lens, which thus rationalizes and reduces the complexity that companies encounter. Thirdly, market influence and competitive advantage can accrue to managers who understand power and influence, both structural and relational, and how to leverage it relative to other companies and nonmarket actors such as government agencies.

Keywords:   power, formulation, implementation, complexity

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