This study examines how international renewable energy firms design and execute non-market strategies to achieve competitive advantage in Uzbekistan’s state-led energy transition. Through a qualitative multiple-case study analysis of leading developers operating under Uzbekistan’s distinctive “Uzbek Model” of reverse auctions and centralized procurement, the research identifies three core strategic domains: proactive institutional creation, pragmatic mitigation of institutional voids, and the management of paradoxical relationships with both the state and competitors. The findings introduce and develop the concept of orchestration strategy a firm-level dynamic capability to simultaneously compete within a state-defined arena while collaborating to build its institutional and operational foundations. The study contributes to non-market strategy and institutional theory by bridging macro-transition pathways with micro-level strategic action, and offers practical insights for firms and policymakers navigating similar state-orchestrated green energy transitions.
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