非市场战略在绩效影响24 he al 2007 non market strategy24HE.pdfVIP

AsiaPacificJManage(2007)24:151169

DOI10.1007/s10490-006-9030-3

Performanceimplicationsofnonmarketstrategyin

YuanqiongHeZhilongTianYunChen

Publishedonline:19January2007

#Science+BusinessMedia,LLC2007

Nonmarketstrategymayhavepositiveinfluencesonafirm’sperformance.How

doesnonmarketstrategyinfluenceafirm’sperformance?Thisarticleaddressesthis

importantquestionbyintroducinomediators:corporatesocialperformanceand

adaptivecapability.Theempiricalresultsbasedonasurveyof438usablequestionnaires

fromindicatethat“buffering”and“bridging,”beinokindsofnonmarket

strategies,haveapositiveimpactonafirm’seconomicperformancethroughenhancingits

socialperformanceandadaptivecapability.Thearticlenotonlydocumentsthepositive

effectofnonmarketstrategyonfirmperformanceinemergingeconomiessuchas,

butalsoexplainstheindirectrelationshipweennonmarketstrategyandeconomic

performance,whichgeneratesboththeoreticalandpracticalimplications.

KeywordsNonmarketstrategy.Buffering.Bridging.Economicperformance.Corporate

socialperformance.Adaptivecapability

Nonmarketstrategy,asaninterestingthemeinstrategicmanagement,hasbeenstudied

extensivelyintheexistingliterature.Researchershavearguedthatnonmarketstrategymay

haveapositiveeffectonfirmperformance(e.g.,Baron,1997;Batjargal,2003;Luo,2003a;

LuoChen,1997;ParkLuo,2001;Peng,1997,2003;PengLuo,2000;Peng,Lee,

Tan,2001;Shaffer,Quasney,Grimm,2000;Tsang,1998;WuLeung,2005).For

example,Baron(1997)analyzedthenonmarketstrategyofEastmanKodakCo.inits

internationaltradedisputewithFujiPhotoFilmCo.regardingth