Corporate Political Strategies for Widely Salient Issues

Bonardi, Jean-Philippe; Keim, Gerald D.

doi:10.5465/amr.2005.17293705

Cited by 211 publications

(197 citation statements)

References 38 publications

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“…Bonardi & Keim, 2005), especially in more recent years (Brewer, 2006). However, it is also clear that the international policy context on climate change can hardly be characterized as a 'level playing field' in the post-Kyoto period.…”

Section: Policy Developments On Climate Changementioning

confidence: 99%

“…According to Bonardi and Keim (2005), corporate political activities for widely salient issues differ considerably from activities for narrowly salient issues.…”

Section: Political Strategymentioning

confidence: 99%

Section: Political Strategymentioning

confidence: 99%

“…In later stages, however, Bonardi and Keim (2005) suggest that self-regulation is a more appropriate strategy, because it is more timely than trying to influence experts. In their approach, Bonardi and Keim (2005) do not treat the level of saliency as a given, but regard it as endogenous; firms do have an influence on issue saliency. This also implies that corporate influence in the political arena can be at the root of cross-country differences with regard to saliency of a particular issue, in this case climate change, where institutional variations are obvious.…”

Section: Political Strategymentioning

confidence: 99%

“…However, even though the US federal government rejected the Kyoto Protocol, strong opposition of state governments, NGOs, and shareholders suggests that the institutional constraint for climate change does not only depend on pressure from the federal government but also from a broader group of political actors (Child & Tsai, 2005). It is thus likely that particularly firms from countries with considerable institutional constraints but a lack of government pressure will choose for self-regulation in order to pre-empt more binding legislation (Bonardi & Keim, 2005). In other words, low government pressure gives firms the opportunity to take on a leadership role as they have more discretion in their actions, whereas high government pressure induces firms to interact cooperatively with environmental agencies (Child & Tsai, 2005).…”

Section: Institutional Differences and Contextsmentioning

confidence: 99%

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Multinationals' Political Activities on Climate Change

2007

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This paper explores the international dimensions of multinationals' corporate political activities, focusing on an international issue -climate change -that is being implemented differently in a range of countries. Analyzing data from FT Global 500 firms, it examines the influence on types and process of multinationals' political strategies, reckoning with institutional contexts and issue saliency.Findings show that the type of political activities can be characterized as an information strategy to influence policymakers towards market-based solutions, not so much withholding action on emission reduction. Moreover, multinationals pursue self-regulation, targeting a broad range of political actors.The process of political strategy is mostly one of collective action. International differences particularly surface in the type of political actors aimed at, with US and Australian firms focusing more on non-government actors (voluntary programs) than European and Japanese firms. Influencing home-country (not host-country) governments is the main component of international political strategy on climate change.

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Section: Policy Developments On Climate Changementioning

confidence: 99%

“…According to Bonardi and Keim (2005), corporate political activities for widely salient issues differ considerably from activities for narrowly salient issues.…”

Section: Political Strategymentioning

confidence: 99%

Section: Political Strategymentioning

confidence: 99%

Section: Political Strategymentioning

confidence: 99%

Section: Institutional Differences and Contextsmentioning

confidence: 99%

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Multinationals' Political Activities on Climate Change

2007

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Chief executive officers' sustainability orientation and firm environmental performance: Networking and resource contingencies

et al. 2021

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Although the existing literature supports the relationship between chief executive officers' (CEOs') sustainability orientation (SO) and entrepreneurial behaviour, empirical studies exploring how SO drives firm environmental performance (FEP) are lacking. In addition, the potential moderating effects of firm-level factors on this relationship are less understood. We contribute to filling this gap by examining the moderating effects of political connections and financial slack on the relationship between SO and FEP. Using data obtained from 297 small and medium-sized enterprises (SMEs) in Ghana, our results reveal that SO is positively related to FEP. In addition, our results show that the effect of SO on FEP is negative when firms have stronger financial slack and when firms are highly politically connected.

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Corporate political activity and greenwashing: Can CPA clarify which firm communications on social & environmental events are genuine?

Greiner

Kim²

2020

Corp Soc Responsibility Env

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Research into decoupling seems to be enjoying a resurgence of late (Kern, Laguecir, & Leca, 2017). The idea of decoupling dates back to the seminal paper by Meyer and Rowan (1977) which pointed out that organizations frequently develop a gap between their formal policies and their actual practices. Recent research has focused on identifying a continuum with organizations blatantly disregarding institutionalized rules on one end-known as policy-practice decoupling-and organizations sincerely trying to comply with the rules on the other end-known as means-end decoupling (Bromley & Powell, 2012). As Christensen, Morsing, and Thyssen (2013) pointed out that seemingly hypocritical behavior may stem from two sources: such behavior may be intentionally misleading, called "hypocrisy as duplicity," or aspirational, in which companies seek to behave responsibly but are unsuccessful in achieving the goals they set out for themselves. At its most extreme is greenwashing in which organizations deliberately attempt to avoid the consequences of their actions (Schoeneborn & Trittin, 2013;Siano, Vollero, Conte, & Amabile, 2017).The reason that organizations will engage in such efforts, according to Meyer and Rowan (1977), is to address isomorphic pressures in the environment. In effect, in response to institutional pressures, firms have two choices: either to comply with these societal requirements or to avoid compliance by engaging in greenwashing or policy-practice decoupling. We theorize that there might be more to greenwashing than simply feigning acquiescence to societal demands.Perhaps, organizations engaging in such efforts might seek to reduce the external pressures compelling them to behave responsibly on social and environmental issues. One way to do so is through lobbying for changes in government policy (Baumgartner, Berry, Hojnacki,

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Corporate Political Strategies for Widely Salient Issues

Cited by 211 publications

References 38 publications

Multinationals' Political Activities on Climate Change

Multinationals' Political Activities on Climate Change

Chief executive officers' sustainability orientation and firm environmental performance: Networking and resource contingencies

Corporate political activity and greenwashing: Can CPA clarify which firm communications on social & environmental events are genuine?

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