Managing favors in a global economy

Puffer, Sheila M.; McCarthy, Daniel; Peng, Mike W.

doi:10.1007/s10490-012-9340-6

Cited by 28 publications

(19 citation statements)

References 16 publications

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“…Benefits include obtaining market access (Agrawal & Knoeber, ), influence over regulation (Bonardi et al, ), enhanced legitimacy (Hillman et al, ), and privileged access to state‐controlled resources (Bertrand et al, ; Goldman et al, ) and to information (Lester et al, ). Ties between organizations and political actors are found to have similar, yet greater, benefits in emerging markets (Puffer, McCarthy, & Peng, ) because political ties help fill the institutional void arising from the lack of market intermediaries (Luo & Chung, ; Okhmatovskiy, ; Peng & Luo, ). But, there are also costs of being politically connected.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Non‐profit organizations as a nexus between government and business: Evidence from Chinese charities

Zheng

Crilly

2018

Strategic Management Journal

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Research Summary Non‐profit organizations in emerging markets frequently have to manage relations with governments and for‐profit firms. We advance a multistakeholder perspective and develop propositions about how the political ties of charities influence their success in raising funds from corporate donors. Evidence from 2,054 Chinese charities during 2005–2012 shows that organizational political ties, established through formal affiliation with the government, aid fundraising from corporate donors, whereas personal political ties, formed through personal political services of senior leaders of charities, have no such effect. The positive effect of government affiliation is relevant for both foreign and domestic donors, but stronger for domestic ones. These results highlight the differential impact and contingent value of political embeddedness for charities' ability to acquire resources from for‐profit business, contributing to both stakeholder theory and the political embeddedness perspective. Managerial Summary Non‐profit organizations have to maintain productive relations with multiple stakeholders, including government and business. We focus on Chinese charities that seek to raise funds to fulfill their mission. We identify how their political relations influence the behavior of corporate donors. Evidence from 2,054 charities from 2005 to 2012 shows that political ties formed through organizational affiliation with a political body help charities attract corporate donors that seek legitimacy. In contrast, ties formed through personal connections with politicians have less influence on donors who perceive a high risk of connected insiders engaging in activities of dubious legality. The value of political ties is more pronounced for domestic corporate donors.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Non‐profit organizations as a nexus between government and business: Evidence from Chinese charities

Zheng

Crilly

2018

Strategic Management Journal

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“…Thus, the institutional transitions are essentially a movement from informal property rights to formal property rights that are supported by government authorities with thirdparty enforcement powers (Decker, 2010;Peng, 2003). While research on Asia has often noted that the Asian propensity to use informal interpersonal relationships to get things done is largely due to a lack of an effective formal property rights system (Peng & Luo, 2000;Puffer, McCarthy, & Peng, 2013), it is plausible to suggest that, relative to Asians, Africans may have a higher propensity to rely on informal interpersonal relationships because of their agricultural environment featuring informal land titles and property rights, in which most of them have some experience (Acquaah, 2007).…”

Section: Institution-based Research Focusing On Africamentioning

confidence: 99%

New Research Directions in the Institution-Based View

Peng¹

2014

Multidisciplinary Insights From New AIB Fellows

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This paper points out new directions for the deepening and broadening of the institution-based view, by drawing on three streams of research with which I have been involved recently: (1) outward foreign direct investment from emerging economies, (2) bankruptcy laws and entrepreneurship development, and (3) institution-based research focusing on Africa. Such deepening has been accomplished by enhancing our institutionbased understanding of foreign direct investment with a focus on emerging multinationals, while broadening has been done both substantively by probing into the impact of bankruptcy laws on entrepreneurship development around the world and geographically by calling for enhanced research attention on Africa via an institution-based lens.

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“…Pilati, Milfont, Ferreira, Porto e Fischer (2011) entendem o traço como uma estratégia de influência social para resolução de problemas, também encontrado na presente pesquisa. Na literatura estrangeira, alguns autores entendem o Jeitinho como uma prática social próxima ao favor, lado a lado de Guanxi, (China), Blat/Sviazi (Rússia) e Jaan-pehchaan (Índia) (McCarthy et al, 2012;Puffer, McCarthy, & Peng, 2013), principalmente em países de estágio econômico em desenvolvimento, como os BRIC (Brasil, Rússia, Índia e China). Nesse caso, esses conceitos são compreendidos como nativos, enraizados na cultura local, socialmente aceitos e eficazes na realização de negócios e resultados, na medida em que se constituem numa instituição cognitivo-cultural informal (McCarthy et al, 2012).…”

Section: Discussão Dos Resultadosunclassified

Explorando Aspectos Indígenas da Gestão Numa Organização Financeira: Jeitinho e Sociedade Relacional

Fernandes

Hanashiro

2015

Rev. adm. contemp.

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ResumoHá um crescente interesse de pesquisadores em compreender conceitos localmente relevantes, e não importados de outras culturas, chamado de abordagem indígena de gestão (indigenous management). Seguindo essa linha de pensamento, este artigo realizou uma análise da literatura socioantropológica e de estudos organizacionais sobre a cultura brasileira, que resultou em uma síntese de cinco traços característicos da nossa sociedade: Hierarquia, Ambiguidade, Malandragem, Jeitinho e Sociedade Relacional. Com foco em dois traços: Jeitinho e Sociedade Relacional, o artigo buscou identificar e analisar a incidência de ambos na gestão de uma organização financeira. Um questionário, com escalas do tipo Likert, foi desenvolvido e aplicado em uma amostra de 303 funcionários. Os resultados evidenciaram o Jeitinho descrito por uma estrutura de três dimensões: contorno de regras, flexibilização e estratégia informal de resolução de problemas. A Sociedade Relacional, por sua vez, foi composta por quatro dimensões: pessoalidade, relações afetivo-familiares, predominância da confiança sobre as relações impessoais e predominância do relacionamento pessoal sobre o profissional. Independentemente de variáveis sociodemográficas, o Jeitinho foi identificado como uma prática social comum, e a Sociedade Relacional como um ambiente que favorece a utilização do Jeitinho.

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Managing favors in a global economy

Cited by 28 publications

References 16 publications

Non‐profit organizations as a nexus between government and business: Evidence from Chinese charities

Non‐profit organizations as a nexus between government and business: Evidence from Chinese charities

New Research Directions in the Institution-Based View

Explorando Aspectos Indígenas da Gestão Numa Organização Financeira: Jeitinho e Sociedade Relacional

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