The return of the state, great power rivalry, and grand strategy have become key non-market considerations for corporations. The large number of cases analyzed in this book inform our understanding of the non-market strategy (NMS) orientations that corporations can adopt to become powerful players in this shifting strategic landscape. Organized into six archetypes, these findings carry significant implications for non-market strategy scholarship. They call for recontextualizing NMS power and activities within a framework of interdependent grand strategy between states and corporations.