This chapter delves into the strategic framework of Nonviolent Action (NVA), examining how Civil Society Organizations (CSOs) can leverageleverageNVA tacticstactics to challenge corporate powercorporatepower effectively. By tracing foundational influences from GandhiGandhi, Mohandasto Gene SharpSharp, Gene, the chapter outlines the theorytheory of powertheoryof power underpinning NVA, which posits that power relies on the cooperationcooperation of the governed. This understanding enables movementsmovement to use noncooperationnoncooperation and civil resistancecivilresistance to disrupt corporations by targeting their sources of powerpowersources of, including legitimacylegitimacy, human and material resourcesmaterial resources, and public consentconsent. SharpSharp, Gene’s catalogue of 198 methods of nonviolent actionnonviolentaction, especially economic noncooperationnoncooperationeconomic, provides a toolkit for actions like boycotts, strikes, and direct interventionsinterventions that have proven effective in social and economic contexts. The chapter further synthesises perspectives from scholars like PivenPiven, Francis Fox, and ArendtArendt, Hannah on the interdependent and cooperative nature of power, proposing a strategic model of collective withdrawal to curb corporate influencecorporateinfluence. Finally, it reviews anti-corporate activismanti-corporateactivismactivism tactics such as reputational attacks, third-party involvement, and consumer mobilisation. This framework guides CSOs in identifying corporate vulnerabilities, designing disruptivedisruptive actions, and shifting power dynamicspower dynamics to limit corporate dominance.