Enseignant responsable :
- RODRIGO BANDEIRA DE MELLO
Description du contenu de l'enseignement :
The widespread use of technology and social media and the increasing government interference in business affairs are making organizations all over the world increasingly more vulnerable to both public and private political risks. This course addresses the nonmarket environment of businesses and the strategic alternatives available to organizations to successfully engage with political and social stakeholders, like lobbying, campaign contributions, grassroots mobilizations, and partnerships with non-governmental organizations.Coefficient : 1
Compétence à acquérir :
At the conclusion of this course, students are expected to be able to:
· Integrate nonmarket issues into the existing debate on market-based competitive advantages
· Discuss the usual theoretical perspectives to analyze nonmarket strategies and their effects
· Analyze how different institutional settings impact the availability and the effectiveness of corporate political and corporate social strategies.
Mode de contrôle des connaissances :
Position Paper (50%)
The position paper is a one-page document, written in the first person, with the purpose of convince the reader that a proposed research question is relevant. The relevance come from observing the practice: an interesting phenomenon, which is not so well explained by the literature. Students are encouraged to use the readings discussed in class, but the most important factor is to clearly define a research question, preferably in the form of a hypothesis.
The suggested structure is: a) state the question/hypothesis in the first paragraph; b) develop your argument using the remaining of the space. Some questions that might help: Why is this important? What do we know already about possible explanation?
Case Study (50%) (Group Assignment)
Based on the case “Juul and the Vaping Industry”, please look up in the internet for additional information on Juul’s corporate political and social activities, and respond these questions:
1. What are Juul’s sources of competitive advantage?
2. Use the framework on Mellahi et al. (2016) to analyze Juul’s nonmarket strategy
3. If you were Juul’s CEO, what would you do to react to the ban?
Bibliographie, lectures recommandées
Session 1 (3h): Market and nonmarket strategies.
Baron, D. Integrated strategy: Market and non-market components. California Management Review, 37(2): 47-66, 1995
Bach, D. & Allen, D. B. (2010). What every CEO needs to know about Nonmarket strategy. MIT Sloan Management Review, 51(3), 41–48.
Porter, M. E. & Kramer, M. R. (2006). Strategy and Society: The link between competitive advantage and corporate social responsibility. Harvard Business Review, (December), 1–16.
Séance 2 (3h): Nonmarket strategy research: theoretical perspectives
Mellahi, K.; Frynas, J. ; Sun, P. ; Siegel, D. 2016. Review of the Nonmarket Strategy Literature: Toward a Multi-Theoretical Integration. Journal of Management, 42(1): 143-173.
DeMello, R. B. (2020). Corporate Political Strategies. In Oxford Encyclopedia of Business and Management. Oxford University Press. doi: 10.1093/acrefore/9780190224851.013.24
Séance 3 (3h): Nonmarket strategies and competitive advantage
McDonnell, M.-H. and Werner, T. (2016). ‘Blacklisted businesses: social activists’ challenges and the disruption of corporate political activity’. Administrative Science Quarterly, 61, 4, 584–620.
Oliver, C. & Holzinger, I. (2008). The effectiveness of strategic political management: A dynamic capabilities framework. Academy of Management Review, 33(2), 496–520.