scholarly journals Corporate political strategies: the case of the Brazilian railway sector

2020 ◽  
Vol 18 (1) ◽  
pp. 184-199
Author(s):  
RODRIGO OLIVEIRA DA SILVA ◽  
TERESIA DIANA LEWE VAN ADUARD DE MACEDO-SOARES ◽  
SÉRGIO AUGUSTO PEREIRA BASTOS
Keyword(s):  
Political Strategies ◽  
Corporate Political Strategies

Resumo O propósito desta pesquisa foi, por meio de estudo de casos múltiplos, identificar as estratégias políticas empresariais empregadas por 4 concessionárias ferroviárias de cargas brasileiras em 2 casos de mudança regulatória e em 1 caso de pedido de prorrogação de contratos de concessão. O tema vem ganhando notoriedade em função dos escândalos de corrupção na relação entre atores políticos e econômicos, públicos e privados, no Brasil. Foram conduzidas 33 entrevistas, tanto com gestores das concessionárias quanto com representantes de associações de defesa de interesses, do órgão regulador, do poder legislativo e de especialistas no setor. As evidências apontam que os comportamentos estratégicos analisados não se enquadram em uma única tipologia de estratégia genérica encontrada na literatura. No entanto, de modo geral, há uma tendência à postura reativa nos casos de mudança regulatória, em contraste com uma postura proativa quanto à alteração dos prazos dos contratos de concessão.

scholarly journals Corporate Political Strategies in Weak Institutional Environments: A Break from Conventions

2019 ◽  
Vol 161 (4) ◽  
pp. 855-876
Author(s):  
Tahiru Azaaviele Liedong ◽  
Daniel Aghanya ◽  
Tazeeb Rajwani
Keyword(s):  
Resource Dependency ◽  
Emerging Countries ◽  
Policy Implications ◽  
Political Activity ◽  
Dark Side ◽  
Political Strategies ◽  
Corporate Political Activity ◽  
Corporate Political Strategies ◽  
Shed Light ◽  
Universal Application

Abstract There is a lack of research about the political strategies used by firms in emerging countries, mainly because the literature often assumes that Western-oriented corporate political activity (CPA) has universal application. Drawing on resource-dependency logics, we explore why and how firms orchestrate CPA in the institutionally challenging context of Nigeria. Our findings show that firms deploy four context-fitting but ethically suspect political strategies: affective, financial, pseudo-attribution and kinship strategies. We leverage this understanding to contribute to CPA in emerging countries by arguing that corporate political strategies are shaped by the reciprocity and duality of dependency relationships between firms and politicians, and also by advancing that these strategies reflect institutional weaknesses and unique industry-level opportunities. Importantly, we shed light on the muttered dark side of CPA. We develop a CPA framework and discuss the research, practical and policy implications of our findings.

scholarly journals The role of corporate political strategies in M&As

2017 ◽  
Vol 43 ◽  
pp. 260-287 ◽  
Author(s):  
Ettore Croci ◽  
Christos Pantzalis ◽  
Jung Chul Park ◽  
Dimitris Petmezas
Keyword(s):  
Political Strategies ◽  
Corporate Political Strategies

Corporate Political Strategies and State Owned Enterprises (SOEs)

2016 ◽  
Vol 7 (2) ◽  
pp. 1-15
Author(s):  
Bernardo Meyer ◽  
Victor Meyer Jr.
Keyword(s):  
Political Action ◽  
Home Country ◽  
Single Case ◽  
International Markets ◽  
Political Strategies ◽  
Competitive Strategies ◽  
Engineering Company ◽  
Data Collection And Analysis ◽  
Corporate Political Strategies

Management literature is replete with cases of companies that use competitive strategies in the markets in which they operate. However, organizational success often depends on other variables, such as political action, which has been neglected in more detailed studies in strategy literature in general. Researchers such as Epstein (1969), Mizruchi (1992), Schuler (1996), Hillman and Hitt (1999), Blumentritt (2003), Boddewyn (2003), Hadani (2007) and Tian, Hafsi & Wu (2009) have stressed the importance of political strategies, claiming that organizational decisions and actions are influenced in practice by them. In the competitive international markets corporations use political strategies to influence stakeholders in order to conquer segments of the market that they focus on and also to prevent from other adverse interests. In this context, home country governments also assist domestic MNC's international ventures using their state owned enterprises (SOEs). This paper aims to examine the political strategies practiced by a Brazilian multinational engineering company in its international operations in its dealings with home country state owned enterprises. The methodology employed was the single case study, using a qualitative approach for data collection and analysis at a large Brazilian multinational engineering company. The findings revealed that political strategies directed at SOEs from home governments are critical to a company's internationalization process.

Policy Uncertainty and the Dual Role of Corporate Political Strategies

2017 ◽  
Author(s):  
Chansog (Francis) Kim ◽  
Incheol Kim ◽  
Christos Pantzalis ◽  
Jung Chul Park
Keyword(s):  
Dual Role ◽  
Policy Uncertainty ◽  
Political Strategies ◽  
Corporate Political Strategies

Corporate political strategies in Europe: The determinants of firms' access to the European Commission

2019 ◽  
Vol 22 (2) ◽  
pp. 307-338
Author(s):  
Amanda M. Alves
Keyword(s):  
European Commission ◽  
Negative Binomial ◽  
Negative Binomial Regression ◽  
Political Knowledge ◽  
Sustainable Competitive Advantage ◽  
The European Union ◽  
Political Strategies ◽  
Binomial Regression ◽  
Political Environments ◽  
Corporate Political Strategies

AbstractCorporate political strategies have been used extensively by firms attempting to shape their political environments. In this context, access to targeted policymakers is essential to allow their deployment. Thus, we propose to study the determinants of access to the European Commission representatives. This research builds on the resource-based view (RBV) of firms to argue that political knowledge is a valuable resource to increase firms' degree of access to the European Commission. To test our hypotheses, we built a novel dataset merging firms characteristics with lobbying meetings information, and analyze it through negative binomial regression. The results suggest the importance of political knowledge, emphasizing that it may represent a source of sustainable competitive advantage. This study highlights interesting information that broadens the understanding of corporate political strategies in the European Union.

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