000			02151nam a22003257a 4500
003			OSt
005			20260512153957.0
008			251023b |||||||| |||| 00| 0 eng d
022			_a0170-8406
040			_aEnglish _ctbs
041			_aEnglish
100			_aDieleman, M. _926451
245			_aUsing organization structure to buffer political ties in emerging markets: _b: A case study _c/ Marleen Dieleman, Jean J. Boddewyn
260			_bOrganization Studies _c2012
362			_aOrganization Studies 33 (1), 71-95.
520			_aWe use and extend resource-dependence theory by analyzing how loosely coupled organizational structures facilitate the management of political ties by business groups in emerging economies. This topic is particularly salient because business groups are a prevalent organizational form in these countries, where they face both a high dependence on governments to secure key resources and a unique set of risks associated with political ties. We identify and analyze four buffering mechanisms that enable loosely coupled business groups to protect themselves against the adverse effects of such ties. We ground and contextualize these mechanisms by relying on a longitudinal case study of the Salim Group—a very large and well-connected Indonesian business group under the Suharto regime. This study is particularly relevant in the context of the renewed interest in firms’ organizational structure and contributes to understanding how organizational design can shape political strategy and resilience in volatile institutional environments.
653			_aBuffering
653			_aPolitical ties
653			_aResource dependence
653			_aNon-market strategy
653			_aIndonesia
653			_aOrganizational structure
653			_aSalim Group
653			_aEmerging markets
653			_aStrategy
653			_aCrony capitalism
700			_aBoddewyn, J.J. _926452
856			_uhttps://bibliotheque.tbs-education.fr/Default/doc/edselc/_b64_ZWRzZWxjLjItNTIuMC04MzY1NTE5MjQ0OQ%3d%3d/using-organization-structure-to-buffer-political-ties-in-emerging-markets-a-case-study
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999			_c5158 _d5158