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One of these things is not like the others: What contributes to dissimilarity among MNE subsidiaries’ political strategy?

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  • William P. Wan

    (The Garvin School of International Management)

  • Amy J. Hillman

    (Arizona State University)

Abstract

We study why multinational enterprise (MNE) subsidiaries adopt dissimilar political strategies, and seek to advance the understanding of international political strategy from an MNE parent-subsidiary perspective. Drawing on the MNE parent-subsidiary literature, we contend factors at the subsidiary, corporate, and host country levels contribute to subsidiary political strategy dissimilarity. We test our hypotheses with a sample of U.S. MNE subsidiaries within Western Europe.

Suggested Citation

  • William P. Wan & Amy J. Hillman, 2006. "One of these things is not like the others: What contributes to dissimilarity among MNE subsidiaries’ political strategy?," Management International Review, Springer, vol. 46(1), pages 85-107, February.
    • Handle: RePEc:spr:manint:v:46:y:2006:i:1:d:10.1007_s11575-007-0050-0
    DOI: 10.1007/s11575-007-0050-0
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    3. Banerjee, Shantanu & Venaik, Sunil & Brewer, Paul, 2019. "Analysing corporate political activity in MNC subsidiaries through the integration-responsiveness framework," International Business Review, Elsevier, vol. 28(5), pages 1-1.
    4. Liedong, Tahiru Azaaviele & Rajwani, Tazeeb & Lawton, Thomas C., 2020. "Information and nonmarket strategy: Conceptualizing the interrelationship between big data and corporate political activity," Technological Forecasting and Social Change, Elsevier, vol. 157(C).
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