The Organization of Non-market Strategy

Abstract

We explore the determinates and structure of the organization of non-market strategy. Firms either integrate non-market strategy activities throughout the firm or create stand-alone business units that specialize in non-market strategy activities. We find that the advantage of integration over specialization is U-shaped in the importance of non-market strategy to the firm's market strategy. We also develop a typology of non-market strategy organization and qualitatively analyze some of the companies currently listed in the Dow Jones Sustainability Index.