Multinational Operations and Stakeholder Management: Internationalization, Public Affairs Strategies, and Economic Performance.

Meznar, Martin B.; Johnson, Julius H.

doi:10.5465/ambpp.1996.4980931

Cited by 10 publications

(15 citation statements)

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“…Kaufman, Englander, and Marcus (1989), for example, have suggested that corporations will direct PA activities through trade associations when issues are generic and recurrent, whereas firms will engage in independent PA approaches when issues are specialized and infrequent. Figure 1 presents an integrated model of the potential impact of integration and decentralization on the strategy and structure of business-government relations and PA. Meznar and Johnson (1996) found that the number of countries in which a company operates is positively associated with political and social buffering and social bridging but not with political bridging. To summarize, increasing organizational size, internationalization, and geographic diversity are all positively associated with increasing buffering activity (Meznar & Nigh, 1993, 1995.…”

Section: Projected Shift In Strategy and Structure: Decentralizationmentioning

confidence: 95%

Regional Market Integration and Decentralization in Europe and North America

Doh

1999

Business & Society

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Regional market integration in Europe and North America has grown increasingly extensive. This integration has created institutions and structures to guide pancontinental political, economic, and social policies. At the same time, both regions are experiencing pressures of decentralization. These competing trends are transforming relationships between and among business, society, and government. This article compares and contrasts integration in North America and Europe, and discusses the implications of political, economic, and institutional changes in these two regions for business-government relations and the structure and strategic orientation of the corporate public affairs (PA) function. This article reviews recent literature on comparative political economy, business and public policy, and corporate PA, and it presents a conceptual model and research propositions, supported by case illustrations, of how integration and decentralization affect business-government relations and corporate PA in Europe and North America.

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Section: Projected Shift In Strategy and Structure: Decentralizationmentioning

confidence: 95%

Regional Market Integration and Decentralization in Europe and North America

Doh

1999

Business & Society

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“…In this regard, we follow Drogendijk's (2004), Blumentritt's (2003), and Meznar and Johnson's (1996) works in considering the dramatic implications for PA management created by international operations.…”

Section: Public Affairs Strategiesmentioning

confidence: 98%

The Impact of Internationalization of U.S. Multinationals on Public Affairs Strategy and Performance

2012

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This study uses partial least squares (PLS) analysis to investigate the changing relationships among corporate international expansion, public affairs strategies, and public affairs performance over a 10-year period. Two waves of single-respondent data were collected from the same U.S. multinational corporations (MNCs) in 1993 and 2003. These data are used to test hypotheses that internationalization affects how successfully a U.S. MNC manages its relationships with social and political stakeholders in its nonmarket environment. The results of this unique study indicate that the number of countries in which the MNC operates and its percentages of foreign employees, foreign assets, and foreign sales are associated with the public affairs strategies that MNCs use in nonmarket environments. The study differentiates Article at Uniwersytet

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“…Large MNCs, furthermore, increasingly face pressures from global public opinion, which may positively as well as negatively affect activities in several host markets, and from supranational organisations that shape the global business environment at large (Berg and Holtbrügge 2001;Kostova and Zaheer 1999;Desai and Rittenburg 1997;Post et al 1999). Therefore, the more MNCs increase their presence in foreign markets, the more likely they are to interact with these several stakeholders, also in the public domain, and act upon their demands (Meznar and Johnson 1996).…”

Section: Changing Environmentsmentioning

confidence: 99%

The public affairs of internationalisation: balancing pressures from multiple environments

Drogendijk

2004

Journal of Public Affairs

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Managing public affairs is a very complex task for internationalising firms. Multinational companies (MNCs) are not only single organisations operating in a global environment, but at the same time they are collections of interlinked subsidiaries that operate in a diversity of national environments. This paper investigates conceptually how subsidiaries of MNCs build relationships with internal MNC counterparts and external market and nonmarket actors as they mature and build resources and capabilities. It shows that, in order to understand the dynamics of public affairs management in MNCs, we need to study the relationships of MNCs and their subsidiaries with a variety of stakeholders in the internal and external environment of the organisation.

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Multinational Operations and Stakeholder Management: Internationalization, Public Affairs Strategies, and Economic Performance.

Cited by 10 publications

References 0 publications

Regional Market Integration and Decentralization in Europe and North America

Regional Market Integration and Decentralization in Europe and North America

The Impact of Internationalization of U.S. Multinationals on Public Affairs Strategy and Performance

The public affairs of internationalisation: balancing pressures from multiple environments

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