To date, the field of non-market strategy has little to offer in the way of an integrated perspective on the simultaneous management of strategic issues and corporate stakeholders. This paper employs social network analysis to make a number of theoretically grounded conjectures about the delicate relationships between stakeholder behaviour and issue evolution. It is found that social network analysis has the potential to enrich and integrate theoretical perspectives in the field of non-market strategy, offering solutions to a set of previously unresolved puzzles.

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ERIM Article Series (EAS)
Journal of Public Affairs
Erasmus Research Institute of Management

Mahon, J. F., Heugens, P., & Lammertz, K. (2004). Social networks and nonmarket strategy. Journal of Public Affairs, 170–189. Retrieved from