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022			_a1090-9516
040			_aEnglish _ctbs
041			_aEnglish
100			_aBarron, Andrew _926279 _eauthor
245			_aExploring the performance of government affairs subsidiaries _b: a study of organisation design and the social capital of European government affairs managers at Toyota Motor Europe and Hyundai Motor Company in Brussels _c/ Andrew Barron, Asier Pereda, Stephen Stacey
260			_bJournal of World Business, _c2017
300			_a184-196 pages.
362			_aJournal of World Business : JWB, 2017-02, Vol.52 (2), p.184-196
520			_aThis paper aims to extend understandings of the corporate political activity (CPA) of multinational enterprises (MNEs). It explores how the social capital of government affairs managers (GAMs), and in turn the political performance of the government affairs (GA) subsidiaries in which they work, is affected by their MNE’s organisational design. Our empirical focus is the GA subsidiaries of Toyota Motor Corporation (TMC) and Hyundai Motor Company (HMC) in Brussels. Our comparative case-study research suggests that GAMs working in relatively decentralised and coordinated GA subsidiaries have higher levels of internal and external social capital, and consequently can be more influential compared to GAMs working for relatively centralised and loosely-coordinated GA subsidiaries. Our findings respond to calls for more research providing managers with practical guidance on how to organise their international GA functions more effectively. They also contribute to CPA scholarship by specifying and explicating individual- and organisational-level antecedents of CPA that remain understudied in the current literature.
610		0	_aToyota Motor Corporation (Firm) _927026
610		0	_aHyundai Motor Company (Firm) _927027
630		0	_aMSc International Business _926977
650		0	_aCorporate political activity _927023
650		0	_aSocial capital _93812
650		0	_aOrganization design _927024
651		0	_aEuropean Union _927025
700			_aStacey, Stephen _926280 _eauthor
700			_aPereda, Asier _926278 _eauthor
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