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When Do Firms Prefer Individual Action to Collective Action in The Pursuit of Corporate Political Strategy? A New Perspective on Industry Concentration

Author

Listed:
  • Ozer Mine

    (SUNY Oneonta)

  • Lee Seung-Hyun

    (University of Texas at Dallas)

Abstract

In this study we advance the current research on corporate political strategy by examining how firms decide on their level of engagement in political action. This study proposes a contingency approach that identifies conditions in which firms prefer individual action to collective action in their pursuit of political strategy and introduces a framework that addresses this preference. Our results show that even in concentrated industries, a firm's preference of individual action over collective action varies when government contracts or research and development intensity are important considerations.

Suggested Citation

  • Ozer Mine & Lee Seung-Hyun, 2009. "When Do Firms Prefer Individual Action to Collective Action in The Pursuit of Corporate Political Strategy? A New Perspective on Industry Concentration," Business and Politics, De Gruyter, vol. 11(1), pages 1-23, April.
    • Handle: RePEc:bpj:buspol:v:11:y:2009:i:1:n:4
    DOI: 10.2202/1469-3569.1234
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    Cited by:

    1. Vijaya Subrahmanyam & Manohar Singh & Anita Pennathur, 2020. "CEO characteristics, firm performance, and corporate political contributions: A firm level pre‐Citizens United analysis," Review of Financial Economics, John Wiley & Sons, vol. 38(2), pages 379-404, April.
    2. Clark Muntean Susan, 2011. "Corporate Independent Spending in the Post-BCRA to Pre-Citizens United Era," Business and Politics, De Gruyter, vol. 13(1), pages 1-39, April.
    3. Barron, Andrew, 2011. "Exploring national culture's consequences on international business lobbying," Journal of World Business, Elsevier, vol. 46(3), pages 320-327, July.
    4. Jiangyong Lu & Seong-jin Choi & Alfredo Jiménez & Secil Bayraktar, 2023. "Bribery in emerging economies: an integration of institutional and non-market position perspective," Asia Pacific Journal of Management, Springer, vol. 40(1), pages 205-242, March.
    5. Amrita Saha & Vikrant Shirodkar & Thomas C. Lawton, 2023. "Bimodal lobbying and trade policy outcomes: Evidence from corporate political activity under uncertainty in India," Journal of International Business Policy, Palgrave Macmillan, vol. 6(1), pages 24-46, March.
    6. Ozer, Mine, 2010. "Top management teams and corporate political activity: Do top management teams have influence on corporate political activity?," Journal of Business Research, Elsevier, vol. 63(11), pages 1196-1201, November.
    7. Choi, Seong-jin & Jiménez, Alfredo & Lee, Jeoung Yul, 2020. "The impact of political capabilities and political markets on firms' decision to lobby," Journal of International Management, Elsevier, vol. 26(4).
    8. Weymouth Stephen, 2013. "Firm lobbying and influence in developing countries: a multilevel approach," Business and Politics, De Gruyter, vol. 14(4), pages 1-26, January.

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