This book examines the potential of Nonviolent Action (NVA) to influence corporate behaviour by addressing the power imbalance between transnational corporationstransnationalcorporations (TNCs) and civil societysociety organisations (CSOs). Utilising three case studiescase studies—Nestlé boycottNestléboycott, Play Fair at the Olympics campaign, and Fossil Free European Investment BankEuropean Investment Bank (EIB) campaign—it evaluates the strategic use of the interdependent view of power, which highlights the mutual dependencies between corporations and the people they rely on for legitimacylegitimacy, resourcesresources, and support. The findings indicate that while these campaigns achieved partial successes, they were limited in scope due to their predominant focus on protest and persuasionprotest and persuasiontacticstactics rather than leveraging the full potential of people power through noncooperationnoncooperationor grassrootsgrassroots organising. The conclusion underscores the need for more diverse, bottom-upbottom-up strategies, emphasising mass noncooperation, material disruptiondisruptionmaterial, and the long-term building of collective power. The research also identifies areas for further exploration, including structural reforms, the role of dependency mapping, and the relationship between public supportpublicsupport and corporate vulnerabilities.