The Contingent Value of Corporate Political Ties

By Peidong Sun, Kamel Mellahi, Mike Wright. 2012

365 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/40f4effac8fb2f09ad3a6ae2368f748f318e4c2d

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Citations in the corpus

A Review of the Nonmarket Strategy Literature (2016, background): “Scholars have suggested that CSR may serve as a buffer to the potentially risky effects of CPA (Sun et al., 2012), the two practices are complementary and need to be aligned (den Hond et al., 2014), and the two may be mutually exclusive (Jamali & Mirshak, 2010).”
Do Political Connections Buffer Firms from or Bind Firms to the Government? A Study of Corporate Charitable Donations of Chinese Firms (2016, neutral): “However, the effects of political connections on firm behavior and outcomes are not clear (Sun et al. 2012).”
When does investment in political ties improve firm performance? The contingent effect of innovation activities (2014, background): “…difficult environmental dependencies to control, firms may seek to co-opt political stakeholders by developing personal and organizational linkages, so that potentially hostile elements of environmental uncertainties can be neutralized and even absorbed into the firms” (Sun et al., 2012: 70–71).”
Do political connections matter for firm innovation? Evidence from emerging markets in Central Asia and Eastern Europe (2020, background): “As a relational asset that is not easily imitable by unconnected rivals (Boubakri et al. 2008; Sun et al. 2012), political connections may be a valuable source of sustained competitive advantage.”
Political tie heterogeneity and the impact of adverse shocks on firm value (2015, neutral): “Corporate political ties encompass a wide range of individual and institutional linkages between firms and public authorities (Okhmatovskiy, 2010; Sun et al., 2012).”