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The Effect of Corporate Political Activity on MNC Subsidiary Legitimacy: An Institutional Perspective

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  • Shantanu Banerjee

    (University of Queensland Business School)

  • Sunil Venaik

    (University of Queensland Business School)

Abstract

MNC subsidiaries engage in a variety of corporate political activities to gain legitimacy in the host country. Based on institutional theory, our study examines five types of strategies that MNC subsidiaries pursue to gain legitimacy in foreign markets. Using data from Australian subsidiaries of MNCs operating in different industries, and whose parents originate from 28 different countries, we find that mimetic isomorphism strategy has the strongest effect whereas information strategy has no effect on subsidiary legitimacy. The other three strategies, namely, financial, constituency building and relational have strong to moderate effects on subsidiary legitimacy. In addition, we show that multiple CPA strategies are essential and work together synergistically to contribute to the legitimacy of MNC subsidiaries. Our paper provides empirical support to the widely recognized need for MNC subsidiaries to engage in different types of CPA to legitimize their operations in diverse institutional contexts across the globe.

Suggested Citation

  • Shantanu Banerjee & Sunil Venaik, 2018. "The Effect of Corporate Political Activity on MNC Subsidiary Legitimacy: An Institutional Perspective," Management International Review, Springer, vol. 58(5), pages 813-844, October.
    • Handle: RePEc:spr:manint:v:58:y:2018:i:5:d:10.1007_s11575-017-0324-0
    DOI: 10.1007/s11575-017-0324-0
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