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dc.contributor.authorMeeus, Leonardo
dc.date.accessioned2021-02-01T06:10:19Z
dc.date.available2021-02-01T06:10:19Z
dc.date.issued2021en_US
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6640
dc.description.abstractCompanies do not only compete in markets; they also compete on social and political issues. Depending on the business opportunities or threats they identify related to an issue, companies will behave as veterans that defend the status quo in an industry, as reformers that will work with the authorities to change the rules of the game, or as heroes that help solve an issue. In this article, we identify the typical elements of success for each of these three generic nonmarket strategies. We do this based on a framework that focuses on the framing of issues, the alliances that can be mobilized around an issue, and the arenas that can be used to make a move.en_US
dc.language.isoenen_US
dc.publisherExact Editionsen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectSocial and Political Issuesen_US
dc.subjectNonmarket Strategyen_US
dc.subjectGeneric Strategiesen_US
dc.titleThe issues that shape strategyen_US
refterms.dateFOA2021-06-24T07:03:38Z
dc.identifier.journalThe European Business Reviewen_US
dc.source.issueMarch/Aprilen_US
dc.contributor.departmentEuropean University Instituteen_US
vlerick.knowledgedomainSpecial Industries : Energyen_US
vlerick.typearticleJournal articleen_US
vlerick.vlerickdepartmentECen_US
dc.identifier.vperid151626en_US


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Attribution-NonCommercial-NoDerivatives 4.0 International
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 International