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Market and Nonmarket Strategies During Deregulation: The Case of British Telecom

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  • Bonardi, Jean-Philippe

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  • Bonardi, Jean-Philippe, 1999. "Market and Nonmarket Strategies During Deregulation: The Case of British Telecom," Business and Politics, Cambridge University Press, vol. 1(02), pages 203-231, August.
  • Handle: RePEc:cup:buspol:v:1:y:1999:i:02:p:203-231_00
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    Cited by:

    1. White, George O. & Hemphill, Thomas A. & Joplin, Janice R.W. & Marsh, Laurence A., 2014. "Wholly owned foreign subsidiary relation-based strategies in volatile environments," International Business Review, Elsevier, vol. 23(1), pages 303-312.
    2. White, George O. & Boddewyn, Jean J. & Galang, Roberto Martin N., 2015. "Legal system contingencies as determinants of political tie intensity by wholly owned foreign subsidiaries: Insights from the Philippines," Journal of World Business, Elsevier, vol. 50(2), pages 342-356.
    3. Keim, Gerald D. & Hillman, Amy J., 2008. "Political environments and business strategy: Implications for managers," Business Horizons, Elsevier, vol. 51(1), pages 47-53.
    4. Barron, Andrew, 2011. "Exploring national culture's consequences on international business lobbying," Journal of World Business, Elsevier, vol. 46(3), pages 320-327, July.
    5. Nicolas Dahan & Jonathan Doh & Jonathan Raelin, 2015. "Pivoting the Role of Government in the Business and Society Interface: A Stakeholder Perspective," Journal of Business Ethics, Springer, vol. 131(3), pages 665-680, October.
    6. Eva Jansson, 0. "Deregulation, property rights, and legal system," European Journal of Law and Economics, Springer, vol. 0, pages 1-25.

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