TY  - CHAP
AB  - We aim at providing a more precise differentiation of external stakeholder pressures and their impact on multinational corporation (MNC) subsidiaries’ political strategies. Thus, we analyse whether external stakeholder pressures entail a more intense use of political strategies, and whether pressures from public stakeholders are more influencing compared to pressures from private stakeholders. We use ordinary least squares (OLS) regression analysis to test our hypotheses with data from 157 subsidiaries in Brazil, Russia, Turkey, India, China and South Africa. We found that the higher external stakeholder pressures on the MNC subsidiary, the more intensely subsidiaries apply political strategies. Furthermore, both public and private stakeholder pressures affect political strategies in a positive way, but our results show no statistical significance for a difference in impact. The study differentiates the general concept of external stakeholder pressures into pressures from national public and national private stakeholders.
VL  - 28
SN  - 978-1-78052-990-5, 978-1-78052-991-2/1876-066X
DO  - 10.1108/S1876-066X(2012)0000028011
UR  - https://doi.org/10.1108/S1876-066X(2012)0000028011
AU  - Heidenreich Stefan
AU  - Puck Jonas F.
AU  - Nell Phillip C.
ED  - Amjad Hadjikhani
ED  - Ulf Elg
ED  - Pervez Ghauri
PY  - 2012
Y1  - 2012/01/01
TI  - Political Strategies as a Response to Public and Private Stakeholder Pressures
T2  - Business, Society and Politics
T3  - International Business and Management
PB  - Emerald Group Publishing Limited
SP  - 69
EP  - 83
Y2  - 2024/04/24
ER  -