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Market and Nonmarket Strategies During Deregulation: The Case of British Telecom

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  • Bonardi, Jean-Philippe

Abstract

From the 1970s to the 1990s, British Telecom (BT), the main telecommunications operator in Britain, underwent a dramatic revolution. The former public administration, often considered inefficient and hardly innovative, became a private company, and now aims to become one of the most dynamic giant telecom players, delivering everything from simple voice calls to advanced eCommerce services all over the world. These changes in the market arena were accompanied by some wide changes in the nonmarket arena, i.e. the institutional and regulatory environment of the British telecom market. This case study analyzes the changes in these two arenas to understand how market and nonmarket strategies may be combined by British Telecom to generate a competitive advantage in a deregulated environment.

Suggested Citation

  • Bonardi, Jean-Philippe, 1999. "Market and Nonmarket Strategies During Deregulation: The Case of British Telecom," Business and Politics, Cambridge University Press, vol. 1(2), pages 203-231, August.
    • Handle: RePEc:cup:buspol:v:1:y:1999:i:02:p:203-231_00
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    Cited by:

    1. White, George O. & Boddewyn, Jean J. & Galang, Roberto Martin N., 2015. "Legal system contingencies as determinants of political tie intensity by wholly owned foreign subsidiaries: Insights from the Philippines," Journal of World Business, Elsevier, vol. 50(2), pages 342-356.
    2. Barron, Andrew, 2011. "Exploring national culture's consequences on international business lobbying," Journal of World Business, Elsevier, vol. 46(3), pages 320-327, July.
    3. Bonardi Jean-Philippe & Urbiztondo Santiago, 2013. "Asset freezing, corporate political resources and the Tullock paradox," Business and Politics, De Gruyter, vol. 15(3), pages 275-293, October.
    4. George O. White & Jean J. Boddewyn & Tazeeb Rajwani & Thomas A. Hemphill, 2018. "Regulator Vulnerabilities to Political Pressures and Political Tie Intensity: The Moderating Effects of Regulatory and Political Distance," Management International Review, Springer, vol. 58(5), pages 743-769, October.
    5. Stefan Kentrup & Andreas Hoffjan & Maik Lachmann, 2013. "Wie betreiben Unternehmen Lobbying? Eine empirische Analyse der Einflussfaktoren, Ausgestaltungsformen und Strategien," Schmalenbach Journal of Business Research, Springer, vol. 65(4), pages 342-371, June.
    6. Nicolas Dahan & Jonathan Doh & Jonathan Raelin, 2015. "Pivoting the Role of Government in the Business and Society Interface: A Stakeholder Perspective," Journal of Business Ethics, Springer, vol. 131(3), pages 665-680, October.
    7. White, George O. & Hemphill, Thomas A. & Joplin, Janice R.W. & Marsh, Laurence A., 2014. "Wholly owned foreign subsidiary relation-based strategies in volatile environments," International Business Review, Elsevier, vol. 23(1), pages 303-312.
    8. Yaoyao Fan & Showyi Yuxiang Jiang & Kim Cuong Ly, 2018. "Do banks adjust their liquidity to cope with environmental variation? A study of bank deregulation," Working Papers 2018-31, Swansea University, School of Management.
    9. Keim, Gerald D. & Hillman, Amy J., 2008. "Political environments and business strategy: Implications for managers," Business Horizons, Elsevier, vol. 51(1), pages 47-53.
    10. Fan, Yaoyao & Jiang, Yuxiang & Ly, Kim Cuong, 2022. "Do banks adjust their liquidity to cope with environmental variation? A study of bank deregulation," Journal of International Financial Markets, Institutions and Money, Elsevier, vol. 76(C).
    11. Eva Jansson, 0. "Deregulation, property rights, and legal system," European Journal of Law and Economics, Springer, vol. 0, pages 1-25.

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