Aligning for Advantage: Competitive Strategies for the Political and Social Arenas

Hardcover | March 27, 2014

byThomas C. Lawton, Jonathan P. Doh, Tazeeb Rajwani

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Aligning for Advantage argues that to build and sustain business success, companies must synchronize competitive strategies with extant strategies for social engagement and political and regulatory activism. Moreover, to be credible and realizable, these external market and nonmarketstrategies need to be equally attuned with, and informed by, the internal corporate vision, values, and culture. The ability to align with and across both the market and the nonmarket is a key determinant of competitive advantage in a multipolar world economy. The book advances a managerial process and conceptual framework for aligning a company's business objectives and market positions with its political requirements and social obligations. Strategic alignment is a pragmatic and proactive approach for modern enterprises to engage with the forces andevents that impact on their business choices and actions, both at home and abroad. Companies must strive for a balanced and mutually reinforcing approach to corporate strategy, political activity, and social responsibility. In some cases alignment may mean deep, strategically embedded partnershipswith governments, NGOs, or other stakeholders. In others, alignment may take the form of looser, more ad hoc collaborations with outside organizations and institutions. No matter what the approach, however, the relationship between nonmarket and market strategies should be conscious and deliberate,not accidental nor artificially constructed. Truly aligned strategies seek to reconcile and modulate the sometimes conflicting external demands that a company encounters. This is done in a way that is appropriate for the firm's geographic and market positions while at the same time leveraging theoverall nonmarket strategy as a source of competitive advantage.

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Aligning for Advantage argues that to build and sustain business success, companies must synchronize competitive strategies with extant strategies for social engagement and political and regulatory activism. Moreover, to be credible and realizable, these external market and nonmarketstrategies need to be equally attuned with, and infor...

Thomas C. Lawton is Professor of Strategy and International Management and Director of the Center for International Management Practice at the Open University Business School in the UK and Visiting Professor of Business Administration at the Tuck School of Business at Dartmouth in the USA. He is also an Affiliate Professor of Strategy...

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Format:HardcoverDimensions:248 pages, 9.21 × 6.14 × 0.1 inPublished:March 27, 2014Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0199604746

ISBN - 13:9780199604746

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Table of Contents

Section I:Foundations Of Alignment1. Establishing Alignment2. Origins of Engagement3. Rationalizing ComplexitySection II: Pathways To Influence4. Responding to Uncertainty5. Individual versus Collective Action6. Designing Nonmarket ArchitectureSection III: Creating Aligned Strategy7. Sensing to Incubate Interest8. Shaping Information Value9. Aligning with StakeholdersSection IV: Delivering With Impact10. Ensuring Balance11. Embracing New Frontiers12. Leading for Advantage