Corporate political activity and location-based advantage: MNE responses to institutional transformation in Uganda’s electricity industry

Mbalyohere, Charles; Lawton, Thomas C.; Boojihawon, Dev Kumar; Viney, Howard

doi:10.1016/j.jwb.2017.06.006

Cited by 42 publications

(25 citation statements)

References 109 publications

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“…INs that drive CSRIN activities constitute “opportunity spaces for agency” (El Ghoul et al, ; Mair & Martí, ; McKague, Zietsma, & Oliver, ; Venkataraman, Vermeulen, Raaijmakers, & Mair, ). Governments hold the primary responsibility for addressing social necessities, but companies are often compelled to promote institutional transformation through sustainable strategies to counteract those necessities (Mbalyohere, Lawton, Boojihawon, & Viney, ; Yin & Jamali, ). Therefore, CSRIN is expected to generate institutional change (Campbell, ; Cantwell et al, ; Jamali & Karam, ).…”

Section: Csr Oriented To Institutional Necessitiesmentioning

confidence: 99%

Can multinational companies foster institutional change and sustainable development in emerging countries? A case study

Forcadell

Aracil

2019

Bus Strat Dev

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Emerging countries present institutional necessities that hinder their sustainable development. In the face of this challenge, companies, and in particular multinational companies (MNCs), can foster sustainable development through their corporate social responsibility (CSR) initiatives. This study focuses on the role of institutional change in transforming CSR into sustainable development in emerging countries. To this end, we propose a view of CSR focused on its institutional determinants and outcomes from a social and developmental perspective. By using quantitative and qualitative data, we analyse the case of three MNCs from different industries based in Europe and operating in Mexico. The case study shows how firms can stimulate institutional change in developing economies and contribute to their sustainable development as measured by the sustainable development goals. Various mechanisms about how this process is made are devised: institutional entrepreneurship, multistakeholder initiatives, interconnection of different institutional dimensions, and subsidiary entrepreneurship. The case study highlights the interaction among MNCs, developing countries, and institutions and how firms' sustainable actions scale up to the macro level.

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Section: Csr Oriented To Institutional Necessitiesmentioning

confidence: 99%

Can multinational companies foster institutional change and sustainable development in emerging countries? A case study

Forcadell

Aracil

2019

Bus Strat Dev

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“…However, the nature and role of CPC are subject to important contingencies that are not yet well understood in the literature (Sun et al, ). In other words, the value of CPC and the costs associated with creating CPC are contingent on, for example, political systems, regulatory institutions (Holburn & van den Bergh, ; Mbalyohere, Lawton, Boojihawon, & Viney, ; Zheng, Singh, & Chung, ), and industry characteristics (Ramamurti, ; Wöcke & Moodley, ). This is a particular concern for global strategy research, as multinational enterprises (MNEs) potentially interact with political agents in multiple locations, and it is not clear to what extend learnings from one context are transferable to other contexts.…”

Section: Introductionmentioning

confidence: 99%

Corporate political connections in global strategy

Cui

et al. 2018

Global Strategy Journal

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Research Summary: The role of corporate political connections (CPC) in global strategy has been examined in a variety of institutional contexts and analyzed from different theoretical perspectives. This literature, along with the articles in this special issue, demonstrate the importance of contextualization in understanding the motivations, processes, and outcomes of firms developing and utilizing CPC in global strategy. We argue that context‐specific aspects of CPC, such as the political system in which the firm is operating, need to be incorporated more systematically to advance theory development globally. Future studies on CPC can advance this agenda through cross‐country comparative research, deeper engagement with political science literature, linking CPC with other nonmarket strategies, and configurational analysis of the multidimensional context of CPC. Managerial Summary: Multinational companies not only compete in a market environment, they engage with political actors in both their home and host societies. This special issue brings together research that explores how companies use their corporate political connections (CPC) to achieve firm objectives. Each study takes a different approach to studying the phenomenon, informed by the national context of their empirical data. Together, these studies highlight the importance of CPC around the world. However, the variation in research approaches also highlights that the “how and why” of companies' development and utilization of CPC vary across cultures and political systems. In consequence, the development of managerial recommendations always needs to carefully consider the pertinent political context of the available empirical evidence.

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“…Identifying the factors that lead firms to engage in CPA, or factors that affects firms' choice of particular types of CPA, is the subject of the majority of prior studies into the CPA of MNCs. Recent research has discussed a large number of such drivers at the firm-level (De Villa et al 2018;Funk and Hirschman 2017;Lawton et al 2013a, b;Shirodkar and Mohr 2015a, b), industry-level (Lawton et al 2013a, b;Mbalyohere and Lawton 2018;Mbalyohere et al 2017;Schuler 1996) or country/institutional-level (Banerjee and Venaik 2018;Choi et al 2014;Holtbruegge et al 2007;Sojli and Tham 2017;Zhang et al 2016). Given the nature of MNCs, however, we perceive a need for more research specifically into the idiosyncrasies of firm contexts and into how these contexts interact with firm-level drivers of firms' choice of political strategy in different markets.…”

Section: Drivers Of Mnc Corporate Political Activity (Cpa)mentioning

confidence: 99%

“…More work is needed in this area, particularly exploring the long term and intangible outcomes and effectiveness of CPA for MNCs, and also the connectivity between, and organizational and institutional responses to, irresponsible CPA and MNC corrupt practices. There is growing evidence and consensus that more developed and robust institutions can reduce corruption, particularly in emerging markets (Mbalyohere et al 2017;Mbalyohere and Lawton 2018), and MNCs are encouraged to play a role in transmitting clear and consistent CPA practices to their overseas subsidiaries (Rajwani and Liedong 2015). It is argued that there is room for multinationals from home countries where CPA is regulated, to push for similar laws in emerging economies, with the goal of resolving any anarchical or improper political engagement.…”

Section: Moving Forward: What's Next In Mnc Cpa Researchmentioning

confidence: 99%