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Determinants of Political Strategies in U.S. Multinationals
16 references·16 citing·29 second hopsampled
Determinants of Political Strategies in U.S. Multinationals (2003)Determinants of Political Strategies in U…The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The iron cage revisited insti…The Theory of the Growth of the Firm (1995)The Theory of the Growth of t…Institutions and organizations (1995)Institutions and organizationsStrategic Responses to Institutional Processes (1991)Strategic Responses to Instit…STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES (1991)STRATEGIC RESPONSES TO INSTIT…Institutions, Institutional Change and Economic Performance (1991)Institutions, Institutional C…Institutions, Institutional Change and Economic Performance (1990)Institutions, Institutional C…Competing Technologies, Increasing Returns, and Lock-In by Historical Events (1989)Competing Technologies, Incre…Asset Stock Accumulation and Sustainability of Competitive Advantage (1989)Asset Stock Accumulation and …The Adolescence of Institutional Theory (1987)The Adolescence of Institutio…Strategic Factor Markets: Expectations, Luck, and Business Strategy (1986)Strategic Factor Markets: Exp…Organizational Culture: Can It Be a Source of Sustained Competitive Advantage? (1986)Organizational Culture: Can I…A resource‐based view of the firm (1984)A resource‐based view of the …The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Iron Cage Revisited: Inst…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Stru…Organizational Strategy, Structure, and Process (1978)Organizational Strategy, Stru…Do political connections matter for firm innovation? Evidence from emerging markets in Central Asia and Eastern Europe (2019)Do political connections matt…The 'Make and/or Buy' Decisions of Corporate Political Lobbying: Integrating the Economic Efficiency and Legitimacy Perspectives (2017)The 'Make and/or Buy' Decisio…Reality or Illusion? The Efficacy of Non‐market Strategy in Institutional Risk Reduction (2017)Reality or Illusion? The Effi…Natural resources, multinational enterprises and sustainable development 1 1We are indebted to Mike Peng, who in his role as the Supervising Editor provided valuable input and support throughout the process of creating this Special Issue. We also thank Jonathan Doh, Rajneesh Narula and Eric Werker for helpful comments. (2017)Natural resources, multinatio…Exploring China’s state-led FDI model: Evidence from the extractive sectors in Latin America (2017)Exploring China’s state-led F…Firm-Level Determinants of Political CSR in Emerging Economies: Evidence from India (2016)Firm-Level Determinants of Po…Blacklisted Businesses (2016)Blacklisted BusinessesThe Routledge Companion to Non-Market Strategy (2015)The Routledge Companion to No…Enhancing the Concept of Corporate Diplomacy: Encompassing Political Corporate Social Responsibility, International Relations, and Peace Through Commerce (2015)Enhancing the Concept of Corp…The Structure of Political Institutions and Effectiveness of Corporate Political Lobbying (2014)The Structure of Political In…‘Water dripping on stone’? Industry lobbying and UK alcohol policy (2014)‘Water dripping on stone’? In…Vested Interests in Addiction Research and Policy. The challenge corporate lobbying poses to reducing society's alcohol problems: insights from UK evidence on minimum unit pricing (2013)Vested Interests in Addiction…Political Markets and Regulatory Uncertainty: Insights and Implications for Integrated Strategy (2012)Political Markets and Regulat…Firm lobbying and influence in developing countries: a multilevel approach (2012)Firm lobbying and influence i…Why and how might firms respond strategically to violent conflict? (2011)Why and how might firms respo…Institutional ownership monitoring and corporate political activity: Governance implications (2011)Institutional ownership monit…A Garbage Can Model of Organizational Choice (1972)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Population Ecology of Organizations (1977)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)International Norm Dynamics and Political Change (1998)An Evolutionary Theory of Economic Change. (1983)Firm Resources and Sustained Competitive Advantage (1991)Clio and the economics of QWERTY (1985)Network externalities, competition, and compatibility (1985)Technology Adoption in the Presence of Network Externalities (1986)Increasing Returns and Economic Geography (1990)Institutions (1991)Positioning: The Battle for Your Mind (1981)The Concept of Corporate Strategy (1987)Social Capital: Prospects for a New Concept (2002)Organizing and the Process of Sensemaking (2005)Why would corporations behave in socially responsible ways? an institutional theory of corporate social responsibility (2007)The Effect of a Market Orientation on Business Profitability (1990)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Clarifying the Entrepreneurial Orientation Construct and Linking It To Performance (1996)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Dynamic capabilities and strategic management (1997)Firm resources and sustained competitive advantage (2004)Corruption and Growth (1995)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Corporate Social and Financial Performance: A Meta-Analysis (2003)Not So Different After All: A Cross-Discipline View Of Trust (1998)
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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 1990Institutions, Institutional Change and Economic Performance32,644 cited
  • 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields25,805 cited
  • 1984A resource‐based view of the firm25,618 cited
  • 1991Institutions, Institutional Change and Economic Performance24,871 cited
  • 1995The Theory of the Growth of the Firm13,774 cited
  • 1989Asset Stock Accumulation and Sustainability of Competitive Advantage8,348 cited
  • 1995Institutions and organizations8,003 cited
  • 1989Competing Technologies, Increasing Returns, and Lock-In by Historical Events7,487 cited
  • 1978Organizational Strategy, Structure, and Process7,485 cited
  • 1991Strategic Responses to Institutional Processes6,953 cited
  • 1986Strategic Factor Markets: Expectations, Luck, and Business Strategy5,527 cited
  • 1991STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES5,173 cited
  • 1978Organizational Strategy, Structure, and Process4,527 cited
  • 1986Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?

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3,864 cited
  • 1987The Adolescence of Institutional Theory3,696 cited
  • Cited by

    • 2016Blacklisted Businesses203 cited
    • 2011Why and how might firms respond strategically to violent conflict?165 cited
    • 2019Do political connections matter for firm innovation? Evidence from emerging markets in Central Asia and Eastern Europe152 cited
    • 2014The Structure of Political Institutions and Effectiveness of Corporate Political Lobbying143 cited
    • 2015Enhancing the Concept of Corporate Diplomacy: Encompassing Political Corporate Social Responsibility, International Relations, and Peace Through Commerce137 cited
    • 2017Exploring China’s state-led FDI model: Evidence from the extractive sectors in Latin America120 cited
    • 2016Firm-Level Determinants of Political CSR in Emerging Economies: Evidence from India116 cited
    • 2015The Routledge Companion to Non-Market Strategy114 cited
    • 2012Firm lobbying and influence in developing countries: a multilevel approach111 cited
    • 2012Political Markets and Regulatory Uncertainty: Insights and Implications for Integrated Strategy107 cited
    • 2013Vested Interests in Addiction Research and Policy. The challenge corporate lobbying poses to reducing society's alcohol problems: insights from UK evidence on minimum unit pricing106 cited
    • 2017Reality or Illusion? The Efficacy of Non‐market Strategy in Institutional Risk Reduction102 cited
    • 2017Natural resources, multinational enterprises and sustainable development 1 1We are indebted to Mike Peng, who in his role as the Supervising Editor provided valuable input and support throughout the process of creating this Special Issue. We also thank Jonathan Doh, Rajneesh Narula and Eric Werker for helpful comments.100 cited
    • 2014‘Water dripping on stone’? Industry lobbying and UK alcohol policy87 cited
    • 2017The 'Make and/or Buy' Decisions of Corporate Political Lobbying: Integrating the Economic Efficiency and Legitimacy Perspectives86 cited
    • 2011Institutional ownership monitoring and corporate political activity: Governance implications85 cited