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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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Designing Nonmarket Architecture *

Designing Nonmarket Architecture *

Chapter:
(p.93) 6 Designing Nonmarket Architecture*
Source:
Aligning for Advantage
Author(s):

Thomas C. Lawton

Jonathan P. Doh

Tazeeb Rajwani

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199604746.003.0006

Chapter 6 draws on organization design literature to inform questions and decisions about the organizational architecture for advancing different nonmarket strategies and suggests that firms with diverse strategic orientations (for instance, low cost or differentiation) may justifiably pursue different approaches. It starts by looking at the managerial function of external affairs and where it sits in an organization. It then describes how newer issues in the nonmarket environment—notably the increasing pressure on firms to engage in corporate social responsibility and sustainability activities—have broadened and changed the structural approach to nonmarket strategy. Finally, it explores the development of internal structures for nonmarket strategy and managerial responsibility for successful political and social strategy, synthesizing the overall discussion to propose an optimal managerial structure and policy and communications functions.

Keywords:   organization design, managerial function, policy, communications

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