Firm Level Performance Implications of Nonmarket Actions

This article draws from theories of business-government relations and Austrian economics to develop a model relating firm performance to the firm’s market and nonmarket actions. Nonmarket actions represent one mechanism for the implementation of firm strategies. The model is tested using an original...

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Published in:Business & Society
Main Authors: Shaffer, Brian, Quasney, Thomas J., Grimm, Curtis M.
Format: Article in Journal/Newspaper
Language:English
Published: SAGE Publications 2000
Subjects:
North Atlantic
Online Access:http://dx.doi.org/10.1177/000765030003900202
http://journals.sagepub.com/doi/pdf/10.1177/000765030003900202
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spelling crsagepubl:10.1177/000765030003900202 2024-06-16T07:41:44+00:00 Firm Level Performance Implications of Nonmarket Actions Shaffer, Brian Quasney, Thomas J. Grimm, Curtis M. 2000 http://dx.doi.org/10.1177/000765030003900202 http://journals.sagepub.com/doi/pdf/10.1177/000765030003900202 en eng SAGE Publications http://journals.sagepub.com/page/policies/text-and-data-mining-license Business & Society volume 39, issue 2, page 126-143 ISSN 0007-6503 1552-4205 journal-article 2000 crsagepubl https://doi.org/10.1177/000765030003900202 2024-05-19T13:02:12Z This article draws from theories of business-government relations and Austrian economics to develop a model relating firm performance to the firm’s market and nonmarket actions. Nonmarket actions represent one mechanism for the implementation of firm strategies. The model is tested using an original data set covering airlines serving international routes in the North Atlantic region. Results suggest that nonmarket actions have a positive and significant impact on performance, measured in three ways: profits, market share, and capacity utilization. Article in Journal/Newspaper North Atlantic SAGE Publications Business & Society 39 2 126 143
institution Open Polar
collection SAGE Publications
op_collection_id crsagepubl
language English
description This article draws from theories of business-government relations and Austrian economics to develop a model relating firm performance to the firm’s market and nonmarket actions. Nonmarket actions represent one mechanism for the implementation of firm strategies. The model is tested using an original data set covering airlines serving international routes in the North Atlantic region. Results suggest that nonmarket actions have a positive and significant impact on performance, measured in three ways: profits, market share, and capacity utilization.
format Article in Journal/Newspaper
author Shaffer, Brian
Quasney, Thomas J.
Grimm, Curtis M.
spellingShingle Shaffer, Brian
Quasney, Thomas J.
Grimm, Curtis M.
Firm Level Performance Implications of Nonmarket Actions
author_facet Shaffer, Brian
Quasney, Thomas J.
Grimm, Curtis M.
author_sort Shaffer, Brian
title Firm Level Performance Implications of Nonmarket Actions
title_short Firm Level Performance Implications of Nonmarket Actions
title_full Firm Level Performance Implications of Nonmarket Actions
title_fullStr Firm Level Performance Implications of Nonmarket Actions
title_full_unstemmed Firm Level Performance Implications of Nonmarket Actions
title_sort firm level performance implications of nonmarket actions
publisher SAGE Publications
publishDate 2000
url http://dx.doi.org/10.1177/000765030003900202
http://journals.sagepub.com/doi/pdf/10.1177/000765030003900202
genre North Atlantic
genre_facet North Atlantic
op_source Business & Society
volume 39, issue 2, page 126-143
ISSN 0007-6503 1552-4205
op_rights http://journals.sagepub.com/page/policies/text-and-data-mining-license
op_doi https://doi.org/10.1177/000765030003900202
container_title Business & Society
container_volume 39
container_issue 2
container_start_page 126
op_container_end_page 143
_version_ 1802009018337591296

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