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Management of Corporate Political Strategies: the Case of Light

Author

Listed:
  • Sérgio Augusto Pereira Bastos

    (Substantiva Consultoria)

  • Teresia Diana Lewe van Aduard de Macedo Soares

    (Pontifical Catholic University of Rio de Janeiro)

Abstract

The Brazilian electricity sector has undergone major structural changes since 1995, whichmarked the start of privatization, requiring companies to adopt political strategies, particularly aimed at influencing regulations. These strategies are carried out through actions that aim to maximize returns or mitigate losses derived from the regulatory environment. The objective of this article is to present the result of applying an analytic framework for management of corporate political strategies (MCPS) in the electricity distribution company Light. The MCPS framework is composed of a model, method and reference lists and was developed to help the strategic management efforts of companies in regulated sectors, considering their alliances. This application brought contributions to the theoretical construction of strategic management of firms subject to regulation and provided insights for better strategic management of Light Classification-JEL:

Suggested Citation

  • Sérgio Augusto Pereira Bastos & Teresia Diana Lewe van Aduard de Macedo Soares, 2014. "Management of Corporate Political Strategies: the Case of Light," Brazilian Business Review, Fucape Business School, vol. 11(2), pages 62-86, March.
    • Handle: RePEc:bbz:fcpbbr:v:11:y:2014:i:1:p:62-86
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    References listed on IDEAS

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    1. Guy L. F. Holburn, 2004. "Influencing Agencies Through Pivotal Political Institutions," The Journal of Law, Economics, and Organization, Oxford University Press, vol. 20(2), pages 458-483, October.
    2. Bonardi, Jean-Philippe & Holburn, Guy & Vanden Bergh, Rick, 2006. "Nonmarket performance: Evidence from U.S. electric utilities," MPRA Paper 14437, University Library of Munich, Germany.
    3. Prashant Kale & Harbir Singh & Howard Perlmutter, 2000. "Learning and protection of proprietary assets in strategic alliances: building relational capital," Strategic Management Journal, Wiley Blackwell, vol. 21(3), pages 217-237, March.
    4. Keim, Gerald D. & Hillman, Amy J., 2008. "Political environments and business strategy: Implications for managers," Business Horizons, Elsevier, vol. 51(1), pages 47-53.
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