| 000 | 01582nam a22002417a 4500 | ||
|---|---|---|---|
| 003 | OSt | ||
| 005 | 20260512153859.0 | ||
| 008 | 251023b |||||||| |||| 00| 0 eng d | ||
| 022 | _a1878-5573 | ||
| 040 |
_aEnglish _ctbs |
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| 041 | _aEnglish | ||
| 100 |
_aBarron, Andrew _926279 |
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| 245 |
_aExploring national culture’s consequences on international business lobbying _c/ Andrew Barron |
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| 260 |
_bJournal of World Business _c2011 |
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| 362 | _aJournal of World Business 46 (2011) 320–327 | ||
| 520 | _aThis 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. | ||
| 653 | _aCorporate political activity | ||
| 653 | _aStrategic management | ||
| 653 | _aManagerial preferences | ||
| 653 | _aNational culture | ||
| 856 | _uhttps://bibliotheque.tbs-education.fr/Default/doc/edselp/S1090951610000477/exploring-national-culture-s-consequences-on-international-business-lobbying | ||
| 942 | _2lcc | ||
| 999 |
_c5150 _d5150 |
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