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The return of the state and intensifying great power rivalries have made grand strategy a central nonmarket concern for corporations. Extending the concept of nonmarket strategy into the realm of international balance-of-power dynamics, this book analyzes sixty-five historical and contemporary cases of firms acting as strategic actors alongside states in global power competition.
The book shows how corporations cultivate forms of smart power that complement and, at times, surpass those of the state, integrating corporate and grand strategic objectives. It identifies six archetypes of corporations as grand strategists: the exceptionalist, the techno-utopian, the statist, the semi-mercantilist, the stewardly, and the state-like corporation. Tracing their lineage to early modern empire-building and enduring through Cold War rivalries to today s U.S. China competition, these archetypes offer a framework linking corporate strategy to diverse hard and soft power industries, varieties of capitalism, state power, and strategic intent.
List of contents
Chapter 1 From Small To Grand Strategy.- Chapter 2 Bridging Non-Market And Grand Strategy.- Chapter 3 The Exceptionalist Corporation.- Chapter 4 The Techno-Utopian Corporation.- Chapter 5 The Statist Corporation.- Chapter 6 The Semi-Mercantilist Corporation.- Chapter 7 The Stewardly Corporation.- Chapter 8 The State-Like Corporation.- Chapter 9 Containing China.- Chapter 10 Huawei s Grand Strategy For Victory.- Chapter 11 From Great Power To New Relevance.- Chapter 12 Punching Above A Small Power s Weight.- Chapter 13 Corporations As Grand Strategy Actors.
About the author
Manuel Hensmans is a Senior Lecturer of Strategy at the Université Libre de Bruxelles, Solvay Brussels School of Economics and Management, Belgium. He was a research fellow at Rotterdam School of Management, the University of Manchester, Strathclyde Business School and London Business School. He teaches various courses in strategy and innovation and has published widely in books and journals, for the scholarly and practitioner market.
Summary
The return of the state and intensifying great power rivalries have made grand strategy a central concern for corporations. Extending the concept of nonmarket strategy into the realm of international balance-of-power dynamics, this book analyzes sixty-five historical and contemporary cases of firms acting as strategic actors alongside states in global power competition.
The book shows how corporations cultivate forms of smart power that complement and, at times, surpass those of the state, integrating corporate and grand strategic objectives. It identifies six archetypes of corporations as grand strategists: the exceptionalist, the techno-utopian, the statist, the semi-mercantilist, the stewardly, and the state-like corporation. Tracing their lineage to early modern empire-building and enduring through Cold War rivalries to today’s U.S.–China competition, these archetypes offer a framework linking corporate strategy to diverse hard and soft power industries, varieties of capitalism, state power, and strategic intent.
