Introduction: Non-market Strategies

Angelina Zubac (), Danielle Tucker (), Ofer Zwikael (), Kate Hughes () and Shelley Kirkpatrick ()
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Angelina Zubac: University of Queensland
Danielle Tucker: University of Essex
Ofer Zwikael: Australian National University
Kate Hughes: Technological University Dublin
Shelley Kirkpatrick: The MITRE Corporation

Chapter Chapter 17 in Effective Implementation of Transformation Strategies, 2022, pp 409-414 from Springer

Abstract: Abstract It would be easy to assume that non-market strategiesNon-market strategies are only necessary for organisations operating primarily in the non-market environment. However, this would be wrong. All organisations are impacted by the non-market environment to some extent. The non-market and market environments are subject to continual institutional change too. Much of this change depends on individual stakeholders’ objectives. These may be of a personal nature or something that the stakeholder wants to achieve on behalf of an institution. Therefore, as the two chapters in this section each distinctly conclude, organisations with integrated non-market and market strategies are likely to be higher performing than those without integrated strategies.

Date: 2022
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DOI: 10.1007/978-981-19-2336-4_17

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