Essays on global non-market strategy

This dissertation is centrally concerned with the management of a firm's global non-market environment. The non-market environment of a given firm is conceived as the set of relationships, confrontational or collaborative, that it establishes with actors other than its clients, suppliers and competitors. Because the actions carried out by non-market actors increasingly span multiple country borders, the appropriate level of analysis of this phenomenon is the global arena. In order to better understand how firms manage their non-market environment this thesis focuses in on one particular type of non-market actor: the so-called Non-Government Organizations (NGOs). The reason for choosing NGOs as the central counterpart of firms in the non-market domain is due to its increasing influence in the economic, social and political arenas, and the fact that their influence on firms is still relatively unexplored. While this does not detract from the fact that other non-market actors, namely governments, play a crucial role in the behavior and performance of firms, it is important to acknowledge that the transnational nature of a growing number of NGOs is making firms face challenges that are different in nature to the ones they have had of address in the past. In order to explore this relevant topic, this dissertation is organized in two parts. The first one is conceptual in nature. It provides a framework that integrates the main perspectives in the field of non-market strategy and also helps characterize the sources of internationality of a given non-market environment. The second, by contrast, is an empirical study. It examines the relationships between oil firms operating in the Ecuadorian Amazon and NGOs concerned with the social, environmental and economic impacts of this activity.

Department dc:contributor.department

Sloan School of Management.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2007

Author dc:creator

• Lucea, Rafael

Advisor dc:contributor.advisor

• D. Eleanor Westney.

• Sloan School of Management.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/42337

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/42337