How multinational civil society organisations and non‐governmental organisations lobby policy for human rights in Africa / Israel Bionyi Nyoh

By:

Bionyi Nyoh, Israel

Material type: Text

TextLanguage: English Publication details: Journal of Public Affairs 2011ISSN:

1472-3891

Subject(s):

Online resources:

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Summary: This conceptual paper explores the cultural dimensions of corporate political activity (CPA). Concerned that prior research into firms’ political actions has been insensitive to culture and its impact on corporate strategising, national culture is introduced as an explanatory factor behind managers’ political objectives and the strategies they prefer to use in pursuit of those objectives. The paper adds to existing research by unpacking and examining corporate political action at a deeper, more complex, human level. Understanding that corporate political strategies are affected by culture enables politically-active managers to anticipate, respond to and act on strategies pursued by competitor firms from other countries.

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Item type	Current library	Call number	URL	Status	Date due	Barcode
Academic Article	TBS Barcelona		Link to resource	Available

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Previous	Crises and Crisis Management : Integration, Interpretation, and Research Development	Comparative lobbying research : advances, shortcomings and recommendations	The brash and the soft-spoken : Lobbying styles in a transatlantic comparison	How multinational civil society organisations and non‐governmental organisations lobby policy for human rights in Africa	The corporate political activity of MNCs : taking stock and moving forward	P-EN MAA A court of silver flames	Country-of-origin effects on managers’ environmental scanning behaviours : evidence from the political crisis in the Eurozone	Next

This conceptual paper explores the cultural dimensions of corporate political activity (CPA). Concerned that prior research into firms’ political actions has been insensitive to culture and its impact on corporate strategising, national culture is introduced as an explanatory factor behind managers’ political objectives and the strategies they prefer to use in pursuit of those objectives. The paper adds to existing research by unpacking and examining corporate political action at a deeper, more complex, human level. Understanding that corporate political strategies are affected by culture enables politically-active managers to anticipate, respond to and act on strategies pursued by competitor firms from other countries.

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