The Role of Non-market Strategies in Establishing Legitimacy: The Case of Service MNEs in Emerging Economies

Peter Rodgers*, Peter Stokes, Shlomo Tarba, Zaheer Khan

*Corresponding author for this work

Research output: Contribution to journalArticle

3 Citations (Scopus)

Abstract

In this article, we examine the mechanisms of the corporate political activities of service multinational enterprises (SMNEs) operating in an emerging economy. Reporting the findings of qualitative interviews with key decision-makers in Ukraine, the article illuminates how SMNEs operating in turbulent institutional contexts can enact various corporate political strategies, including social responsibility activities, to mitigate market costs and develop legitimacy. The findings elucidate how government agencies and institutions may also invoke corporate social responsibility (CSR) as a strategy. The article makes key contributions; firstly, it underscores the complementary dynamics that exist between CPA and CSR strategies in host markets characterised by weak and incomplete institutions. Secondly, the article contributes to the relatively under-explored nature of service sector MNEs operating in such institutional contexts.

Original languageEnglish
Pages (from-to)515-540
Number of pages26
JournalManagement International Review
Volume59
Issue number4
Early online date12 Jun 2019
DOIs
Publication statusPublished - 1 Aug 2019

Keywords

  • Corporate political activity (CPA)
  • Corporate social responsibility (CSR)
  • Emerging economy
  • Legitimacy
  • Non-market strategies
  • Service MNEs

Fingerprint Dive into the research topics of 'The Role of Non-market Strategies in Establishing Legitimacy: The Case of Service MNEs in Emerging Economies'. Together they form a unique fingerprint.

  • Cite this