Using Organization Structure to Buffer Political Ties in Emerging Markets: A Case Study

By M. Dieleman, J. Boddewyn. 2012

185 citations recorded by the source corpus.

Subfields: Accounting, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/2e53df5e25a330313d691fb97e2b0bc0fa08637e

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Citations in the corpus

International business responses to institutional voids (2017, background): “The weak or fluid nature of institutions in emerging markets suggests that activities of firms revolve more around social networks and on family or other social connections (e.g., Dieleman & Boddewyn, 2012).”
The Role of Government Support in Sustainable Competitive Position and Firm Performance (2018, background): “Although, a majority of SMEs in emerging economies receive lack of government incentive and services which may hinder their survival and growth [13,14].”
Human Capital and CEO Compensation during Institutional Transitions (2015, unknown): “A darker view is to argue that some of these political ties may result in corruption (Dieleman and Boddewyn, 2012).”
Do Political Connections Buffer Firms from or Bind Firms to the Government? A Study of Corporate Charitable Donations of Chinese Firms (2016, unknown): “In emerging markets, such a buffering effect is seen as an effective mechanism to protect firms from government rent-seeking behavior (Chen et al. 2011, Dieleman and Boddewyn 2012).”
A Review of the Nonmarket Strategy Literature (2016, unknown): “…(J. Siegel, 2007; Sun et al., 2010), powerful politicians and stakeholders may appropriate the rents once created from the buffering mechanisms (Dieleman & Boddewyn, 2012), and agency considerations, rather than organizational-rent-generation motives, may drive the buffering activities (Hadani…”
Theories of the (state-owned) firm (2016, background): “…SOEs compete with private start-ups and foreign entrants on product markets, SOEs’ political ties may become valuable, rare, and hard-to-imitate, especially in industries with heavy state influence (such as telecoms, transportation, and construction) (Dieleman & Boddewyn, 2012; Li et al., 2013).”
Advancing Nonmarket Strategy Research: Institutional Perspectives in a Changing World (2012, methodology): “This is a complex intemational ptocess, as the work of Dieleman and Boddewyn (2012) shows.”