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1、StrategicManagementJournalStrat.Mgmt.J.,38:114–140(2017)PublishedonlineEarlyViewinWileyOnlineLibrary(wileyonlinelibrary.com)DOI:10.1002/smj.2590Received30April2014;Finalrevisionreceived9April2016NONMARKETSTRATEGYRESEARCHTHROUGHTHELENSOFNEWINSTITUTIONALECONOMICS:ANINTEGRATIVEREVIEWANDFUTUREDIRECTION
2、SSINZIANADOROBANTU,1*ASEEMKAUL,2andBENNETZELNER31DepartmentofManagementandOrganizations,LeonardN.SternSchoolofBusiness,NewYorkUniversity,NewYork,NewYork,U.S.A.2StrategicManagement&EntrepreneurshipDepartment,CarlsonSchoolofManagement,UniversityofMinnesota,Minneapolis,Minnesota,U.S.A.3DepartmentofLog
3、istics,Business&PublicPolicy,RobertH.SmithSchoolofBusiness,UniversityofMaryland,CollegePark,Maryland,U.S.A.Researchsummary:Weuseanoveltheoreticalframeworktosynthesizeostensiblydisparatestreamsofnonmarketstrategyresearch.Wearguethatfacedwithweakinstitutions,firmscancreateandappropriatevaluebyeithera
4、daptingto,augmenting,ortransformingtheexistinginstitutionalenvironment,andcandosoeitherindependentlyorincollaborationwithothers.Weusetheresultingtypologyofsixdistinctnonmarketstrategiestoprovideanintegrativereviewofnonmarketstrategyresearch.Wethenextendthisframeworktoexaminethechoicebetweennonmarke
5、tstrategies,arguingthatthischoicedependsuponwhethertheexistinginstitutionalenvironmentisincompleteorcaptured,anddiscussingotherdriversofnonmarketstrategychoice,therelationshipbetweenthesestrategies,andtheirsocialimpact,soastoprovideanagendaforfutureresearch.Managerialsummary:Thepursuitofcompetitive
6、advantageoftenrequiresfirmstooperateincontextswhereexistingrulesandregulationsprovideinadequateprotection.Disruptivetechnologiesopenupnewopportunitiesforvaluecreation,butittakesyearsbeforeappropriateregulationsareintroduced.Economicreformsopenupnewmarkets,buttheseareoftenregulatedtofavorincumbentsa
7、ndpoliticallyconnectedinsiders.Insuchenvironments,managersmustdecidewhethertoadapttheirstrategiestotheexistinginstitutionalenvironment,devoteresourcestoimproveit,ortrytotransformitaltogether.Inthisarticle,w
