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Corporate Political Strategies (corporate + political_strategy)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Selected Abstracts

A Neo-Gramscian Approach to Corporate Political Strategy: Conflict and Accommodation in the Climate Change Negotiations*

JOURNAL OF MANAGEMENT STUDIES, Issue 4 2003
David L. Levy
ABSTRACT A neo-Gramscian theoretical framework for corporate political strategy is developed drawing from Gramsci's analysis of the relations among capital, social forces, and the state, and from more contemporary theories. Gramsci's political theory recognizes the centrality of organizations and strategy, directs attention to the organizational, economic, and ideological pillars of power, while illuminating the processes of coalition building, conflict, and accommodation that drive social change. This approach addresses the structure-agency relationship and endogenous dynamics in a way that could enrich institutional theory. The framework suggests a strategic concept of power, which provides space for contestation by subordinate groups in complex dynamic social systems. We apply the framework to analyse the international negotiations to control emissions of greenhouse gases, focusing on the responses of firms in the US and European oil and automobile industries. The neo-Gramscian framework explains some specific features of corporate responses to challenges to their hegemonic position and points to the importance of political struggles within civil society. The analysis suggests that the conventional demarcation between market and non-market strategies is untenable, given the embeddedness of markets in contested social and political structures and the political character of strategies directed toward defending and enhancing markets, technologies, corporate autonomy and legitimacy. [source]

The determinants of corporate political strategy in Chinese transition

JOURNAL OF PUBLIC AFFAIRS, Issue 4 2007
Zhilong Tian
Corporate political strategy (CPS) formulation in Chinese transition is an area with little empirical work. We fill this gap validly and the primary focus of this study is to examine the firm- and industry-level factors influencing Chinese firms' political strategy choice. Empirical support is found for the taxonomy of corporate political strategies in Chinese transition,that is direct participation strategy, financial incentive strategy, prolocutor strategy, institution innovation strategy, government association strategy and government involvement strategy. The results indicate that there is no consistently significant firm- and industry-level predictor of all six political strategies and we explore what determinants are related to each specific decision independently. We also verify the random effects of industry-level variables and our hypotheses are tested through using general evaluation equations (GEEs). Our study aims to be helpful to point managers toward both industrial environments and internal resources to consider when making appropriate political strategy choices and thus improve Chinese firms' strategy management level. Some implications of findings are also discussed finally. Copyright © 2007 John Wiley & Sons, Ltd. [source]

Competitiveness through political environmental strategies: The case of Michelin's green tires

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2009
Julien Hanoteau
There is a debate as to whether green firms may become economically more competitive, as well. The answer appears circumstantial, depending on the abilities of these firms to implement and benefit from environmental competitive strategies such as environmental differentiation or eco-efficiency. This article discusses corporate political strategies, targeting environmental regulations, as another source of competitiveness. Based on the case of Michelin's green tires, we characterize this strategy and its conduct, and analyze the conditions for its success. We show that it was the necessary complement to the environmental differentiation strategy developed and implemented by Michelin since the early 1990s. © 2009 Wiley Periodicals, Inc. [source]

The determinants of corporate political strategy in Chinese transition

JOURNAL OF PUBLIC AFFAIRS, Issue 4 2007
Zhilong Tian
Corporate political strategy (CPS) formulation in Chinese transition is an area with little empirical work. We fill this gap validly and the primary focus of this study is to examine the firm- and industry-level factors influencing Chinese firms' political strategy choice. Empirical support is found for the taxonomy of corporate political strategies in Chinese transition,that is direct participation strategy, financial incentive strategy, prolocutor strategy, institution innovation strategy, government association strategy and government involvement strategy. The results indicate that there is no consistently significant firm- and industry-level predictor of all six political strategies and we explore what determinants are related to each specific decision independently. We also verify the random effects of industry-level variables and our hypotheses are tested through using general evaluation equations (GEEs). Our study aims to be helpful to point managers toward both industrial environments and internal resources to consider when making appropriate political strategy choices and thus improve Chinese firms' strategy management level. Some implications of findings are also discussed finally. Copyright © 2007 John Wiley & Sons, Ltd. [source]

A Neo-Gramscian Approach to Corporate Political Strategy: Conflict and Accommodation in the Climate Change Negotiations*

JOURNAL OF MANAGEMENT STUDIES, Issue 4 2003
David L. Levy
ABSTRACT A neo-Gramscian theoretical framework for corporate political strategy is developed drawing from Gramsci's analysis of the relations among capital, social forces, and the state, and from more contemporary theories. Gramsci's political theory recognizes the centrality of organizations and strategy, directs attention to the organizational, economic, and ideological pillars of power, while illuminating the processes of coalition building, conflict, and accommodation that drive social change. This approach addresses the structure-agency relationship and endogenous dynamics in a way that could enrich institutional theory. The framework suggests a strategic concept of power, which provides space for contestation by subordinate groups in complex dynamic social systems. We apply the framework to analyse the international negotiations to control emissions of greenhouse gases, focusing on the responses of firms in the US and European oil and automobile industries. The neo-Gramscian framework explains some specific features of corporate responses to challenges to their hegemonic position and points to the importance of political struggles within civil society. The analysis suggests that the conventional demarcation between market and non-market strategies is untenable, given the embeddedness of markets in contested social and political structures and the political character of strategies directed toward defending and enhancing markets, technologies, corporate autonomy and legitimacy. [source]

The determinants of corporate political strategy in Chinese transition

JOURNAL OF PUBLIC AFFAIRS, Issue 4 2007
Zhilong Tian
Corporate political strategy (CPS) formulation in Chinese transition is an area with little empirical work. We fill this gap validly and the primary focus of this study is to examine the firm- and industry-level factors influencing Chinese firms' political strategy choice. Empirical support is found for the taxonomy of corporate political strategies in Chinese transition,that is direct participation strategy, financial incentive strategy, prolocutor strategy, institution innovation strategy, government association strategy and government involvement strategy. The results indicate that there is no consistently significant firm- and industry-level predictor of all six political strategies and we explore what determinants are related to each specific decision independently. We also verify the random effects of industry-level variables and our hypotheses are tested through using general evaluation equations (GEEs). Our study aims to be helpful to point managers toward both industrial environments and internal resources to consider when making appropriate political strategy choices and thus improve Chinese firms' strategy management level. Some implications of findings are also discussed finally. Copyright © 2007 John Wiley & Sons, Ltd. [source]