AIB 2012 Conference Proceedings - Academy of International ...

TUESDAY
investments in greenhouse gas reduction projects in developing countries. We argue that the current program
is leading to unintentional but avoidable negative outcomes. Using the tenets of agency theory, we present a
solid waste management project in El Salvador as an illustrative example of how the CDM can produce a
disproportionately high social cost for the most marginalized populations in the developing world. We extend
theory and suggest that the UN needs to reformulate the CDM so that it more effectively aligns the divergent
goals of multiple actors and upholds the UN's principles. By providing incentives for environmental, economic,
and social value creation, an industry specific CDM would be a more appropriate riposte to climate change. It
would not only promote ethical behavior by profit-seeking firms that participate in the program but also
reinforce the UN's twin pro-poor and environmental targets. (For more information, please contact: Candace A.
Martinez, Saint Louis University, USA: cmarti58@slu.edu)
Session: 3.3.1 - Panel
Track: 1 - Institutions, Governance, and CSR
New Directions in Nonmarket Strategy: An Integrative Approach to Value Creation in
Diverse Settings
Presented On: July 3, 2012 - 13:00-14:15
Chair: Bennet A. Zelner, University of Maryland, College Park
Panelists:
Bennet A. Zelner, University of Maryland, College Park
Jonathan P. Doh, Villanova University
Thomas Lawton, EMLYON Business School
Kamel Mellahi, University of Warwick
Allison F. Kingsley, University of Vermont
Nonmarket strategy has been the subject of renewed attention in recent years as a consequence of the
resurgent state following global financial crisis, as well as increasing incidence of Western multinationals
operating in emerging market where governments play a prominent role in economics and business
development. More recently, emerging multinationals – with complex and opaque state and private ownership
structures – have been ntering and operating in developed countries, posing challenges for those firms'
interactions with host governments and for competitors who seek to respond to the rise of developing country
MNCs. Finally, the sustained interest in – and priority given to – social actors as a result of changes in
consumer preferences, investor priorities, and media and popular interest, poses challenges for nonmarket
strategists because it suggests different modes and mechanisms for developing and advancing strategies and a
new set of influencers which firms must consider. Successful nonmarket strategies are therefore complex: they
must target both private and public actors; they must align with overall commercial strategies; and they must
be catered to diverse national business and political environments. This panel brings together leading scholars
to discuss these challenges in a roundtable format. The moderator will ask each participant to make a brief set
of opening remarks, followed by a moderated Q&A with the audience. (For more information, please contact:
Bennet A. Zelner, University of Maryland, College Park, USA: bzelner@rhsmith.umd.edu)
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