000			01719nam a22002777a 4500
003			OSt
005			20260515115742.0
008			251023b |||||||| |||| 00| 0 eng d
022			_a0938-8249
040			_aEnglish _ctbs
041			_aEnglish
100			_aPuck, Jonas _926444
245			_aThe corporate political activity of MNCs _b: taking stock and moving forward _c/ Jonas Puck, Thomas Lawton, Alexander Mohr.
260			_bManagement International Review, _c2018
362			_aManagement International Review (2018) 58:663–673
520			_aFor the past 50 years, business and management and political science and international relations scholars alike have studied multinational corporations (MNCs) ties with political and regulatory actors and agents, particularly governments, political institutions, and regulators. We refer to such efforts by the firm to influence or manage political entities as corporate political activity (CPA) (Hillman and Hitt 1999; Hillman et al. 2004; Lawton et al. 2013a, b). Both academics and practitioners frequently highlight the relevance of CPA in and across international markets and call for further integration of the non-market perspective into international business and management research (Lawton et al. 2014).
630		0	_aMSc International Business _926977
650		0	_aInternational business enterprises _94692
650		0	_aOrganizational behavior _92566
650		0	_aBusiness and politics _927101
650		0	_aStrategic planning _93573
700			_aLawton, Thomas C. _922144
700			_aMohr, Alexander _926445
856			_uhttps://research-ebsco-com.hub.tbs-education.fr/linkprocessor/plink?id=075f4363-9c86-37fc-91b6-d3e053a07d97
942			_2lcc
999			_c5155 _d5155