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How do firms compete in the non-market? The process of political capability building

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  • Brown Richard S.

    (Pennsylvania State University Harrisburg, 777 W. Harrisburg Pike, Middletown, PA 17057, United States of America)

Abstract

This paper contributes to both corporate political activity (CPA) research and capabilities theory research by offering models that better describe the process that managers undertake to nurture a political capability. This is done through the interplay of four factors inherent in political actions, namely (i) corporate structure, (ii) firm-government linkages, (iii) political access and (iv) public policy pressure. Additionally, recognizing that political capability attainment is not a binary endeavor, I offer a political capability continuum to better categorize the magnitude by which differing firms allocate resources toward molding public policy. This paper adds to the scant literature on management-focused CPA research that integrates the resource-based view (RBV) of the firm and political action research.

Suggested Citation

  • Brown Richard S., 2016. "How do firms compete in the non-market? The process of political capability building," Business and Politics, De Gruyter, vol. 18(3), pages 263-295, October.
    • Handle: RePEc:bpj:buspol:v:18:y:2016:i:3:p:263-295:n:4
    DOI: 10.1515/bap-2015-0019
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    References listed on IDEAS

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