Buffer or Bridge? Environmental and Organizational Determinants of Public Affairs Activities in American Firms

A study suggests that public affairs activities can be broken down into 2 types: activities that "buffer" from the social and political environment, and activities that "bridge" with that environment. Drawing on previous work related to contingency theory, resource dependence, and strategic management, the study developed hypotheses concerning conditions under which firms will emphasize buffering, bridging, or both. The hypotheses were tested with data collected from large US firms and Lohmiller's (1989) partial-least-squares latent variable path analysis. Buffering was found to be positively associated with environmental uncertainty and organizational power. Bridging was positively associated with uncertainty and an institution-oriented philosophy on the part of top management.