Non‐market Social and Political Strategies: British Journal of Management: Vol 28, No 4

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Volume 27, Issue 3
Special Issue: Strategy in the Digital Transformation Era
Pages: 307-453
July 2025

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British Journal of Management

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British Journal of Management: Volume 28, Issue 4

Special Issue:Non‐market Social and Political Strategies

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Special Issue Articles

Non-market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Integrating Social and Political Strategies as Forms of Reciprocal Exchange into the Analysis of Corporate Governance Modes

Home-institutional Imprinting and Lobbying Expenditure of Foreign Firms: Moderating Effects of Experience and Technological Intensity

Reality or Illusion? The Efficacy of Non-market Strategy in Institutional Risk Reduction

Integration of Non-market and Market Activities in Cross-border Mergers and Acquisitions

Original Articles

Constraining or Enabling Green Capability Development? How Policy Uncertainty Affects Organizational Responses to Flexible Environmental Regulations

From Politically Naïve to Politically Mature: Conceptualizing Leaders’ Political Maturation Journey

Choice of Structure, Business Model and Portfolio: Organizational Models of Knowledge Transfer Offices in British Universities

Governance and Well-being in Academia: Negative Consequences of Applying an Agency Theory Logic in Higher Education

Making ‘Critical Performativity’ Concrete: Sumantra Ghoshal and Linkages between the Mainstream and the Critical

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Special Issue: Strategy in the Digital Transformation Era

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British Journal of Management

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British Journal of Management: Volume 28, Issue 4

Special Issue:Non‐market Social and Political Strategies

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Issue Information

Issue Information

Special Issue Articles

Non-market Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Integrating Social and Political Strategies as Forms of Reciprocal Exchange into the Analysis of Corporate Governance Modes

Home-institutional Imprinting and Lobbying Expenditure of Foreign Firms: Moderating Effects of Experience and Technological Intensity

Reality or Illusion? The Efficacy of Non-market Strategy in Institutional Risk Reduction

Integration of Non-market and Market Activities in Cross-border Mergers and Acquisitions

Original Articles

Constraining or Enabling Green Capability Development? How Policy Uncertainty Affects Organizational Responses to Flexible Environmental Regulations

From Politically Naïve to Politically Mature: Conceptualizing Leaders’ Political Maturation Journey

Choice of Structure, Business Model and Portfolio: Organizational Models of Knowledge Transfer Offices in British Universities

Governance and Well-being in Academia: Negative Consequences of Applying an Agency Theory Logic in Higher Education

Making ‘Critical Performativity’ Concrete: Sumantra Ghoshal and Linkages between the Mainstream and the Critical

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Associated Titles

Special Issue: Strategy in the Digital Transformation Era