Abstract
This chapter engages with the origins of strategic alignment by examining historical examples of nonmarket strategy and the business leaders who executed it. It also reflects on contrasting philosophical perspectives about the role of business in society and develops the book’s philosophy, seeking to avoid the normative attitude and approach often found in other writing on nonmarket strategy or its subthemes. Instead of advocating that managers and firms do the right thing, it endeavors to identify how they can do things right. It shows, first, that many of the principles and practices of nonmarket strategy today are post-Enlightenment in origin and that much can be learned from business history and past cases of entrepreneurial philanthropy. Secondly, managers should do what is in their best interest and in accordance with their business strategies. Thirdly, managers should use organizational capital sparingly and strategically to advance nonmarket causes that also benefit their enterprises.