000			03033nam a22003017a 4500
003			OSt
005			20260515115842.0
008			251023b |||||||| |||| 00| 0 eng d
022			_a0275-6668
040			_aEnglish _ctbs
041			_aEnglish
100			_aBarron, Andrew _926279
245			_aCorporations in the political arena _b: an ethical framework _c/ Andrew Barron, Stephen Stacey.
260			_bJournal of Business Strategy, _c2021.
300			_a116–125 pages.
362			_aJournal of Business Strategy (2021) 42 (2): 116–125.
520			_aThis study aims to explore how firms can configure their organisational architectures in ways that limit ethical transgressions of their corporate political activities (CPAs). This conceptual work is informed by existing research into organisational architecture and ethical decision-making, combined with illustrative examples of firms’ political actions derived from secondary and primary data sources. Findings suggest that the ways that firms assign decision-making authority and design performance management systems can, depending on their combined configuration, either help or hinder the promotion of ethical CPA practice. The study provides practitioners with a useful tool for reflecting on the organisational levers they can pull to shield their firms from the financial and reputation damage associated with objectionable conduct in their political activities. Whilst previous research studies emphasise the importance of statutory guidelines, self-regulation or corporate codes for promoting ethical CPA, this study argues that organisational design is an important yet overlooked antecedent of a firm’s ability to practice CPA ethically and responsibly. In line with organizational design thinking, the authors find that high-performing GA units need to be designed and built using a blend of mutually reinforcing organizational mechanisms. GA units should be staffed by autonomous managers with mixed skills-sets. Moreover, they should not be constrained by formal rules, but instead given autonomy and support to create lateral relations with other business units. This study provides a “recipe” that managers can follow to create opportunities for the exchange of political information within their firms and enable and motivate GAs practitioners to monitor and influence political developments more effectively. This research exposes important, organizational antecedents of firms’ political strategies, which have not been systematically explored in the existing literature
630		0	_aMSc International Business _926977
653			_aPerformance management systems
653			_aBusiness ethics
653			_aResponsible business
653			_aCorporate political activity
653			_aDecision-making authority
653			_aOrganisational architecture
700			_aStacey, Stephen _926280
856			_uhttps://www-emerald-com.hub.tbs-education.fr/jbs/article-pdf/42/2/116/1309984/jbs-06-2019-0119.pdf
942			_2lcc
999			_c5091 _d5091