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Why and how might firms respond strategically to violent conflict?

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Author Info

  • Jennifer Oetzel

    (Kogod School of Business, American University, Washington DC, USA)

  • Kathleen Getz

    (Graduate School of Business, Loyola University Chicago, Chicago, USA)

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    Abstract

    The aim of this study is to investigate factors – specifically stakeholder pressures – that may affect the likelihood that firms will respond to violent conflict. Survey and archival data on respondents from 471 multinational and local firms operating in 80 countries were used to explore these issues. Key findings include: (1) local stakeholder pressure is associated with the likelihood that firms will respond directly to violent conflict, collaborating with other organizations or working alone when doing so; and (2) international stakeholder pressure is associated with the likelihood that firms will respond indirectly to violent conflict, collaborating with other organizations or working alone.

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    Bibliographic Info

    Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.

    Volume (Year): 43 (2012)
    Issue (Month): 2 (February)
    Pages: 166-186

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    Handle: RePEc:pal:jintbs:v:43:y:2012:i:2:p:166-186

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    Web page: http://www.palgrave-journals.com/

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    Cited by:
    1. Ramos, Miguel A. & Ashby, Nathan J., 2013. "Heterogeneous firm response to organized crime: Evidence from FDI in Mexico," Journal of International Management, Elsevier, vol. 19(2), pages 176-194.
    2. Meyer, Klaus E. & Thein, Htwe Htwe, 2014. "Business under adverse home country institutions: The case of international sanctions against Myanmar," Journal of World Business, Elsevier, vol. 49(1), pages 156-171.

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