In the context of a qualitative case study analysis, Corinna Sinzig contrasts the non-market strategic activities of multinational companies (MNCs) in industrialized and emerging countries, such as relationships with the political environment through association work or with the social environment through collaborations with NGOs. The author examines, using a holistic approach, how strategies differ across contexts, which internal and external influencing factors are at play, and how these are coordinated with market strategy. Through a sophisticated research design, she demonstrates that the non-market strategies of MNCs in emerging countries significantly differ in their nature and intensity from the strategic behavior in the MNC's home country.