Call for Papers – Special Issue on Nonmarket Social and Political Strategies – New Integrative Approaches and Interdisciplinary Borrowings

Published date01 July 2015
Date01 July 2015
DOIhttp://doi.org/10.1111/1467-8551.12130
British Journal of Management, Vol. 26, 566–568 (2015)
DOI: 10.1111/1467-8551.12130
British Journal of Management
Call for Papers – Special Issue on
Nonmarket Social and Political Strategies – New
Integrative Approaches and Interdisciplinary
Borrowings
Paper submission deadline: 1 February 2016
Guest Editors
Jedrzej George Frynas, Middlesex University Business School, g.frynas@mdx.ac.uk
John Child, Birmingham University Business School, UK, j.child@bham.ac.uk
Shlomo Y. Tarba, Sheeld University Management School, UK, s.tarba@sheeld.ac.uk
Background and Rationale for the Special Issue
Nonmarket strategyrefers to “the firm’s eorts to manage the institutional or societal context of economic
competition” (Lux et al., 2011). Scholarly interest in nonmarket strategy has existed for several decades,
but scholarship on nonmarket strategy has suered from two key limitations.
On the one hand, scholarship on nonmarket strategies has been highly fragmented for a long time and
largely disintegrated into separate political and social domains. Two parallel strands of nonmarket strat-
egy research have emerged in isolation: one examines corporate social responsibility (for a review of the
CSR literature, see Aguinis and Glavas, 2012) and the other examines corporate political strategy (for a
review of the CPS literature, see Lawton et al., 2013). Scholars have long articulated the need for an inte-
gration of these two lines of research (Baron, 2001; McWilliams et al., 2002; Rodriguez et al., 2006; Sun
et al., 2012; Frynas and Stephens, 2015). The lack of integration of the political and social/environmental
domains in nonmarket research manifests itself inter alia in the failure to understand substitution eects
between political and social strategies of firms or the failure to understand the impact of integrated non-
market strategies on other stakeholder groups outside the organization.
On the other hand, research on nonmarket strategies has largely suered from the failure to integrate
insights and methodologies from political science, legal studies, sociology, history and other related dis-
ciplines. For example, the lack of involvement of political scientists manifests itself in the axiomatic mis-
conception of this literature with regards to the decline of state power as a key explanation of nonmarket
strategies, despite evidence from political science that state power remains strong and, indeed, remains
a necessary pre-condition for successful economic globalization (e.g. Evans, 1997; Weiss, 2000; Kim,
2013), while the lack of involvement of historians in nonmarket research manifests itself in the lack of
longitudinal historical case studies to investigate how firms acquire, integrate and sustain political and
social resources and how nonmarket strategies evolve over the long term, despite the evidence that the
© 2015 British Academy of Management. Published by John Wiley & Sons Ltd, 9600 Garsington Road, Oxford OX4
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