The impact of nonmarket strategies in the CEE region: Evidence from Romanian and Polish firms

Abstract We surveyed 249 Polish and 159 Romanian firms about their nonmarket strategies (NMS). The results revealed similar links among relative firm size, market strategies, NMS, and firm performance. Firm size did not influence market orientation, but it influenced political and social NMS. Firm performance was influenced primarily by global growth and differentiation, not cost leadership. Social NMS, but not political NMS, was a significant performance driver in both countries. Relative firm size was significantly associated with firm performance in Romania but not Poland. Our findings suggest that firms in Central and Eastern Europe (CEE) can integrate market and NMS to drive performance, but NMS creates more value in the social realm than in the political sphere.