ABSTRACT
Few areas of organizational life have come under such intense public scrutiny as the fi rm’s attempt to engage in building and sustaining relationships with government or regulatory oversight bodies. Despite this increased scrutiny, and concerns regarding the legitimacy of any form of corporate political activity, non-market strategies demand increasing attention. The necessity to align all aspects of organizational strategy to create the possibility of competitive advantage has become increasingly recognized and important (Lawton et al., 2014). Engaging with government continues to prove challenging but the importance for organizations of doing so as part of a comprehensive aligned strategic approach should not be underestimated, especially in industries where government is an active stakeholder. A key challenge for senior managers involves understanding the options available and how and why they may be deployed. This chapter therefore focuses on the process of managing non-market strategic engagement with government.
