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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Online Access: | http://dx.doi.org/10.1177/000765030003900202 http://journals.sagepub.com/doi/pdf/10.1177/000765030003900202 |
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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 |
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SAGE Publications |
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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 |
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Business & Society |
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39 |
container_issue |
2 |
container_start_page |
126 |
op_container_end_page |
143 |
_version_ |
1802009018337591296 |