International-Business Political Behavior: New Theoretical Directions
Alternative assumptions are advanced regarding the political nature of international business and the role of government as a factor of production, which firms must manage in their international value-added chains. Based on a model of business political behavior, various propositions are developed r...
Gespeichert in:
| Veröffentlicht in: | The Academy of Management review 1994-01, Vol.19 (1), p.119 |
|---|---|
| Hauptverfasser: | , |
| Format: | Artikel |
| Sprache: | eng |
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| container_end_page | |
|---|---|
| container_issue | 1 |
| container_start_page | 119 |
| container_title | The Academy of Management review |
| container_volume | 19 |
| creator | Boddewyn, Jean J Brewer, Thomas L |
| description | Alternative assumptions are advanced regarding the political nature of international business and the role of government as a factor of production, which firms must manage in their international value-added chains. Based on a model of business political behavior, various propositions are developed regarding the interactions among firm, industry, and nonmarket factors as well as the impact they have on various forms and intensities of political behavior, as affected by strategic objectives. Finally, the strategic-theorizing implications of such behavior are discussed in the context of the recent emphasis on resource-based models of strategy management. Political behavior can be a source of efficiency, market power, and legitimacy - particularly so in international contexts where political arbitrage and leverage opportunities are more variegated and abundant. Besides, political behavior is intrinsic to international business because crossing borders introduces firms to other sovereignties. |
| doi_str_mv | 10.2307/258837 |
| format | Article |
| fullrecord | <record><control><sourceid>proquest_cross</sourceid><recordid>TN_cdi_proquest_journals_210965791</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>141830</sourcerecordid><originalsourceid>FETCH-LOGICAL-c274t-c7682a03ab7d33b134764129120c56c1d0ca2656e83c47bb3e61078a76c83e1b3</originalsourceid><addsrcrecordid>eNp1kMFOwzAQRC0EEqXAN0QgcQusvbHX4QalQKUKOJRz5Liu6irExU5B_D2pwpW5zGHerFbD2DmHa4FAN0JqjXTARrxEyFEDHbIRoMKcCiGP2UlKG-hFIEdsOms7F1vT-dCaJr_fJd-6lLK30PjOW9Nk925tvnyIt9mL-84WaxeiG5IHH53dF9MpO1qZJrmzPx-z98fpYvKcz1-fZpO7eW4FFV1uSWlhAE1NS8SaY0Gq4KLkAqxUli_BGqGkchptQXWNTnEgbUhZjY7XOGYXw91tDJ87l7pqE3b9902qBIdSSSp5D13-B3EEqQqtlO6pq4GyMaQU3araRv9h4k_FodrvWA074i_A7WIg</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>210965791</pqid></control><display><type>article</type><title>International-Business Political Behavior: New Theoretical Directions</title><source>Periodicals Index Online</source><source>EBSCOhost Business Source Complete</source><source>Alma/SFX Local Collection</source><creator>Boddewyn, Jean J ; Brewer, Thomas L</creator><creatorcontrib>Boddewyn, Jean J ; Brewer, Thomas L</creatorcontrib><description>Alternative assumptions are advanced regarding the political nature of international business and the role of government as a factor of production, which firms must manage in their international value-added chains. Based on a model of business political behavior, various propositions are developed regarding the interactions among firm, industry, and nonmarket factors as well as the impact they have on various forms and intensities of political behavior, as affected by strategic objectives. Finally, the strategic-theorizing implications of such behavior are discussed in the context of the recent emphasis on resource-based models of strategy management. Political behavior can be a source of efficiency, market power, and legitimacy - particularly so in international contexts where political arbitrage and leverage opportunities are more variegated and abundant. Besides, political behavior is intrinsic to international business because crossing borders introduces firms to other sovereignties.</description><identifier>ISSN: 0363-7425</identifier><identifier>EISSN: 1930-3807</identifier><identifier>DOI: 10.2307/258837</identifier><language>eng</language><publisher>Ada, Ohio, etc: Academy of Management</publisher><subject>Competition ; Efficiency ; Exports ; Government ; International business ; International markets ; International trade ; Legitimacy ; Objectives ; Organization theory ; Political behavior ; Political power ; Political risk ; Politics ; Retail banking ; Strategic planning ; Transnationalism ; Variables</subject><ispartof>The Academy of Management review, 1994-01, Vol.19 (1), p.119</ispartof><rights>Copyright Academy of Management Jan 1994</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c274t-c7682a03ab7d33b134764129120c56c1d0ca2656e83c47bb3e61078a76c83e1b3</citedby></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,778,782,27852,27907,27908</link.rule.ids></links><search><creatorcontrib>Boddewyn, Jean J</creatorcontrib><creatorcontrib>Brewer, Thomas L</creatorcontrib><title>International-Business Political Behavior: New Theoretical Directions</title><title>The Academy of Management review</title><description>Alternative assumptions are advanced regarding the political nature of international business and the role of government as a factor of production, which firms must manage in their international value-added chains. Based on a model of business political behavior, various propositions are developed regarding the interactions among firm, industry, and nonmarket factors as well as the impact they have on various forms and intensities of political behavior, as affected by strategic objectives. Finally, the strategic-theorizing implications of such behavior are discussed in the context of the recent emphasis on resource-based models of strategy management. Political behavior can be a source of efficiency, market power, and legitimacy - particularly so in international contexts where political arbitrage and leverage opportunities are more variegated and abundant. Besides, political behavior is intrinsic to international business because crossing borders introduces firms to other sovereignties.</description><subject>Competition</subject><subject>Efficiency</subject><subject>Exports</subject><subject>Government</subject><subject>International business</subject><subject>International markets</subject><subject>International trade</subject><subject>Legitimacy</subject><subject>Objectives</subject><subject>Organization theory</subject><subject>Political behavior</subject><subject>Political power</subject><subject>Political risk</subject><subject>Politics</subject><subject>Retail banking</subject><subject>Strategic planning</subject><subject>Transnationalism</subject><subject>Variables</subject><issn>0363-7425</issn><issn>1930-3807</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1994</creationdate><recordtype>article</recordtype><sourceid>K30</sourceid><sourceid>8G5</sourceid><sourceid>ABUWG</sourceid><sourceid>AFKRA</sourceid><sourceid>AZQEC</sourceid><sourceid>BENPR</sourceid><sourceid>CCPQU</sourceid><sourceid>DWQXO</sourceid><sourceid>GNUQQ</sourceid><sourceid>GUQSH</sourceid><sourceid>M2O</sourceid><recordid>eNp1kMFOwzAQRC0EEqXAN0QgcQusvbHX4QalQKUKOJRz5Liu6irExU5B_D2pwpW5zGHerFbD2DmHa4FAN0JqjXTARrxEyFEDHbIRoMKcCiGP2UlKG-hFIEdsOms7F1vT-dCaJr_fJd-6lLK30PjOW9Nk925tvnyIt9mL-84WaxeiG5IHH53dF9MpO1qZJrmzPx-z98fpYvKcz1-fZpO7eW4FFV1uSWlhAE1NS8SaY0Gq4KLkAqxUli_BGqGkchptQXWNTnEgbUhZjY7XOGYXw91tDJ87l7pqE3b9902qBIdSSSp5D13-B3EEqQqtlO6pq4GyMaQU3araRv9h4k_FodrvWA074i_A7WIg</recordid><startdate>19940101</startdate><enddate>19940101</enddate><creator>Boddewyn, Jean J</creator><creator>Brewer, Thomas L</creator><general>Academy of Management</general><scope>AAYXX</scope><scope>CITATION</scope><scope>HNJIA</scope><scope>IBDFT</scope><scope>K30</scope><scope>PAAUG</scope><scope>PAWHS</scope><scope>PAWZZ</scope><scope>PAXOH</scope><scope>PBHAV</scope><scope>PBQSW</scope><scope>PBYQZ</scope><scope>PCIWU</scope><scope>PCMID</scope><scope>PCZJX</scope><scope>PDGRG</scope><scope>PDWWI</scope><scope>PETMR</scope><scope>PFVGT</scope><scope>PGXDX</scope><scope>PIHIL</scope><scope>PISVA</scope><scope>PJCTQ</scope><scope>PJTMS</scope><scope>PLCHJ</scope><scope>PMHAD</scope><scope>PNQDJ</scope><scope>POUND</scope><scope>PPLAD</scope><scope>PQAPC</scope><scope>PQCAN</scope><scope>PQCMW</scope><scope>PQEME</scope><scope>PQHKH</scope><scope>PQMID</scope><scope>PQNCT</scope><scope>PQNET</scope><scope>PQSCT</scope><scope>PQSET</scope><scope>PSVJG</scope><scope>PVMQY</scope><scope>PZGFC</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X5</scope><scope>7X7</scope><scope>7XB</scope><scope>87Z</scope><scope>88E</scope><scope>88G</scope><scope>8A3</scope><scope>8BJ</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>8G5</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FQK</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>GNUQQ</scope><scope>GUQSH</scope><scope>JBE</scope><scope>K60</scope><scope>K6~</scope><scope>K9.</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0S</scope><scope>M0T</scope><scope>M1P</scope><scope>M2M</scope><scope>M2O</scope><scope>MBDVC</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PSYQQ</scope><scope>Q9U</scope></search><sort><creationdate>19940101</creationdate><title>International-Business Political Behavior: New Theoretical Directions</title><author>Boddewyn, Jean J ; Brewer, Thomas L</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c274t-c7682a03ab7d33b134764129120c56c1d0ca2656e83c47bb3e61078a76c83e1b3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1994</creationdate><topic>Competition</topic><topic>Efficiency</topic><topic>Exports</topic><topic>Government</topic><topic>International business</topic><topic>International markets</topic><topic>International trade</topic><topic>Legitimacy</topic><topic>Objectives</topic><topic>Organization theory</topic><topic>Political behavior</topic><topic>Political power</topic><topic>Political risk</topic><topic>Politics</topic><topic>Retail banking</topic><topic>Strategic planning</topic><topic>Transnationalism</topic><topic>Variables</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Boddewyn, Jean J</creatorcontrib><creatorcontrib>Brewer, Thomas L</creatorcontrib><collection>CrossRef</collection><collection>Periodicals Index Online Segment 20</collection><collection>Periodicals Index Online Segment 27</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access & Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access & Build (Plan A) - APAC</collection><collection>Primary Sources Access & Build (Plan A) - Canada</collection><collection>Primary Sources Access & Build (Plan A) - West</collection><collection>Primary Sources Access & Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - Midwest</collection><collection>Primary Sources Access & Build (Plan A) - North Central</collection><collection>Primary Sources Access & Build (Plan A) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Entrepreneurship Database</collection><collection>Health & Medical Collection</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Medical Database (Alumni Edition)</collection><collection>Psychology Database (Alumni)</collection><collection>Entrepreneurship Database (Alumni Edition)</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>Research Library (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>International Bibliography of the Social Sciences</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Central Student</collection><collection>Research Library Prep</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ProQuest Health & Medical Complete (Alumni)</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Health & Medical Collection (Alumni Edition)</collection><collection>Healthcare Administration Database</collection><collection>Medical Database</collection><collection>Psychology Database</collection><collection>Research Library</collection><collection>Research Library (Corporate)</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><jtitle>The Academy of Management review</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Boddewyn, Jean J</au><au>Brewer, Thomas L</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>International-Business Political Behavior: New Theoretical Directions</atitle><jtitle>The Academy of Management review</jtitle><date>1994-01-01</date><risdate>1994</risdate><volume>19</volume><issue>1</issue><spage>119</spage><pages>119-</pages><issn>0363-7425</issn><eissn>1930-3807</eissn><abstract>Alternative assumptions are advanced regarding the political nature of international business and the role of government as a factor of production, which firms must manage in their international value-added chains. Based on a model of business political behavior, various propositions are developed regarding the interactions among firm, industry, and nonmarket factors as well as the impact they have on various forms and intensities of political behavior, as affected by strategic objectives. Finally, the strategic-theorizing implications of such behavior are discussed in the context of the recent emphasis on resource-based models of strategy management. Political behavior can be a source of efficiency, market power, and legitimacy - particularly so in international contexts where political arbitrage and leverage opportunities are more variegated and abundant. Besides, political behavior is intrinsic to international business because crossing borders introduces firms to other sovereignties.</abstract><cop>Ada, Ohio, etc</cop><pub>Academy of Management</pub><doi>10.2307/258837</doi></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0363-7425 |
| ispartof | The Academy of Management review, 1994-01, Vol.19 (1), p.119 |
| issn | 0363-7425 1930-3807 |
| language | eng |
| recordid | cdi_proquest_journals_210965791 |
| source | Periodicals Index Online; EBSCOhost Business Source Complete; Alma/SFX Local Collection |
| subjects | Competition Efficiency Exports Government International business International markets International trade Legitimacy Objectives Organization theory Political behavior Political power Political risk Politics Retail banking Strategic planning Transnationalism Variables |
| title | International-Business Political Behavior: New Theoretical Directions |
| url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-01-16T09%3A11%3A22IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest_cross&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=International-Business%20Political%20Behavior:%20New%20Theoretical%20Directions&rft.jtitle=The%20Academy%20of%20Management%20review&rft.au=Boddewyn,%20Jean%20J&rft.date=1994-01-01&rft.volume=19&rft.issue=1&rft.spage=119&rft.pages=119-&rft.issn=0363-7425&rft.eissn=1930-3807&rft_id=info:doi/10.2307/258837&rft_dat=%3Cproquest_cross%3E141830%3C/proquest_cross%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=210965791&rft_id=info:pmid/&rfr_iscdi=true |