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When Do Firms Prefer Individual Action to Collective Action in The Pursuit of Corporate Political Strategy? A New Perspective on Industry Concentration

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Author Info

  • Ozer Mine

    (SUNY Oneonta)

  • Lee Seung-Hyun

    (University of Texas at Dallas)

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    Abstract

    In this study we advance the current research on corporate political strategy by examining how firms decide on their level of engagement in political action. This study proposes a contingency approach that identifies conditions in which firms prefer individual action to collective action in their pursuit of political strategy and introduces a framework that addresses this preference. Our results show that even in concentrated industries, a firm's preference of individual action over collective action varies when government contracts or research and development intensity are important considerations.

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    Bibliographic Info

    Article provided by De Gruyter in its journal Business and Politics.

    Volume (Year): 11 (2009)
    Issue (Month): 1 (April)
    Pages: 1-23

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    Handle: RePEc:bpj:buspol:v:11:y:2009:i:1:n:4

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    Web page: http://www.degruyter.com

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    Web: http://www.degruyter.com/view/j/bap

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    Cited by:
    1. Ozer, Mine, 2010. "Top management teams and corporate political activity: Do top management teams have influence on corporate political activity?," Journal of Business Research, Elsevier, vol. 63(11), pages 1196-1201, November.
    2. Barron, Andrew, 2011. "Exploring national culture's consequences on international business lobbying," Journal of World Business, Elsevier, vol. 46(3), pages 320-327, July.

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