The Corporate Political Activity of MNCs: Taking Stock and Moving Forward

Puck, Jonas F.; Lawton, Thomas C.; Mohr, Alexander T.

doi:10.1007/s11575-018-0364-0

Cited by 16 publications

(23 citation statements)

References 57 publications

(55 reference statements)

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“…We sought to generate new theoretical and practical insights into the management of corporate political activities (Lawton et al ., 2013a; Puck et al ., 2018) by investigating how firms organise boundary‐spanning GA units to monitor and influence policy developments effectively during times of political crisis. Drawing on the information processing perspective of organisation design, we derived hypotheses to study how combinations of decentralisation and coordination – two key organisation design variables – can affect the ability of GA units to perform information‐processing activities.…”

Section: Discussionmentioning

confidence: 99%

“…We contribute to CPA literature by providing theoretically informed insights into the under‐researched topic of the organisation of firms' political actions (Lawton et al ., 2013b; Puck et al ., 2018). Like prior research, our study indicates that coordination mechanisms are important when GA units perform either ‘window‐in’ (Barron and Pereda, 2019) or ‘window‐out’ (Barron et al ., 2017) roles.…”

Section: Discussionmentioning

confidence: 99%

“…They also use CPA to influence those policies (Oliver and Holzinger, 2008). CPA has recently attracted growing interest (Lux et al ., 2011; Lawton et al ., 2013a; Puck et al ., 2018). There have been calls for mainstream business and management scholars to integrate firms' political actions more systematically into their work (e.g., Lawton et al ., 2014).…”

Section: Prior Research and Theoretical Frameworkmentioning

confidence: 99%

“…Despite these studies, our theoretical and practical understandings of many dimensions of CPA remain underdeveloped (Mellahi et al ., 2016; Puck et al ., 2018). Organisational‐level antecedents of CPA remain especially understudied (Lux et al ., 2011; Lawton et al ., 2013b; Puck et al ., 2018). We still have surprisingly little scholarly or practical knowledge about how firms can manage and organise their political actions effectively at a more micro level.…”

Section: Prior Research and Theoretical Frameworkmentioning

confidence: 99%

“…However, we are missing theoretical explanations and practical guidance on what firms can do concretely to achieve the supposed benefits of CPA. There has been little theorising on how firms can organise political actions for effective impact (Lawton et al ., 2013b; Puck et al ., 2018). At the same time, managers often lack practical recommendations for structuring their political actions adequately (Musters et al ., 2013).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Too Many Cooks Spoil the Broth? Organising Boundary‐Spanning Government Affairs Units during Times of Crisis

Barron

Vanyushyn

2020

European Management Review

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Recent developments – including the COVID‐19 crisis, or the UK's departure from the EU – demonstrate that business is vulnerable to unpredictable political developments. How can firms respond to such challenges? For us, the answer lies in how they organise their political actions. Applying insights from the information processing view of organisation design theory to original survey data, we investigate how firms configure boundary‐spanning government affairs (GA) activities in response to Brexit. Contrary to conventional organisation design thinking, we find the ability of GA units to monitor and influence Brexit‐related developments improves when firms concentrate GA decision‐making at clearly defined organisational levels, and coordinate GA units with the rest of the business. Of interest to scholars of organisation design and boundary spanning, our research contributes primarily to corporate political activity (CPA) research by providing practical and theoretical insights into the management and organisation of firms' political actions in times of crisis.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Prior Research and Theoretical Frameworkmentioning

confidence: 99%

Section: Prior Research and Theoretical Frameworkmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Too Many Cooks Spoil the Broth? Organising Boundary‐Spanning Government Affairs Units during Times of Crisis

Barron

Vanyushyn

2020

European Management Review

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Assessing the Legitimacy of Corporate Political Activity: Uber and the Quest for Responsible Innovation

Reyes

Schölz

2022

J Bus Ethics

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Building on literature in political CSR and corporate political activity (CPA) as well as responsible innovation and responsible lobbying, we introduce a framework to assess the legitimacy status of corporate political activity. We focus on the fact that companies frequently face sharp regulatory backlash after penetrating markets with their innovations. In response to regulatory backlash, big tech companies often employ an arsenal of corporate political activities to (re-)shape national and local regulatory environments, which raises the important questions about the legitimacy of CPA tactics that we address. To develop and apply this framework, we briefly survey and then assess Uber’s corporate political activities in its 2015 New York City political campaign.

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Assessing the Role of Host Country Human Rights Protection on Multinational Enterprises’ Choice of Investment Strategy

Rao‐Nicholson

Svystunova

2020

Manag Int Rev

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Although international business studies have examined the role of non-market factors in multinational enterprises' (MNEs) foreign ownership, there is a limited focus on the role of host country human rights records on MNEs' ownership decisions. Further, there is little understanding of the differences in ownership decisions between the developed country multinational enterprises (DMNEs) and emergingmarket multinational enterprises (EMNEs) as influenced by the non-market context of their host countries. This study, therefore, explores the links between the host country's human rights governance and MNEs' ownership strategy in cross-border acquisitions. We argue that clarity in human rights governance in the host country will encourage MNEs to establish higher stakes in local targets and that this relationship will be stronger for DMNEs than for EMNEs. Our findings, which support these hypotheses, offer insights into the relationship between MNE investment strategy and human rights governance, and inform the debate on the differences between internationalization strategies of EMNEs and DMNEs.

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The Corporate Political Activity of MNCs: Taking Stock and Moving Forward

Cited by 16 publications

References 57 publications

Too Many Cooks Spoil the Broth? Organising Boundary‐Spanning Government Affairs Units during Times of Crisis

Too Many Cooks Spoil the Broth? Organising Boundary‐Spanning Government Affairs Units during Times of Crisis

Assessing the Legitimacy of Corporate Political Activity: Uber and the Quest for Responsible Innovation

Assessing the Role of Host Country Human Rights Protection on Multinational Enterprises’ Choice of Investment Strategy

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