Raising Rivals' Costs Through Political Strategy: An Extension of Resource-based Theory

By Abagail McWilliams, D. Fleet, K. Cory. 2002

375 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5f64b21ea8553f5379806c0eb077c67c5b93a065

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In Strategy and Management

Citations in the corpus

Toward a Theory of Public Entrepreneurship (2010, background): “Theoretical and empirical examination of the concept of the public interest is analogous to examination of the concept of corporate performance: despite the challenges, the process of inquiry itself delivers rich insights about the phenomena.”
THE IMPACT OF CORPORATE SOCIAL RESPONSIBILITY ON INVESTMENT RECOMMENDATIONS. (2010, background): “Finally, a substantial number of studies within the resource-based view of the firm argue for the mechanisms through which socially responsible behavior may lead to competitive advantage (Hart, 1995; Litz, 1996; Rugman and Verbeke, 1998a, 1998b; Sharma and Vredenburg, 1998; Marcus and Geffen, 1998; ”
Corporate Social Responsibility: An Empirical Investigation of U.S. Organizations (2009, background): “…including agency theory, institutional theory, the resource-based view of the firm, stakeholder theory, stewardship theory, and the theory of the firm (for a review, see McWilliams et al., 2002), which results in numerous conceptualizations of CSR (Pinkston and Carroll, 1996; Snider et al., 2003).”
Corporate social responsibility and innovation: a resource‐based theory (2011, background): “test this theory empirically on firm-level data regarding accounting and environmental profitability and find that companies with higher environmental performance also have higher financial performance; other authors, such as McWilliams et al. (2002)”
First mover advantages in international business and firm‐specific political resources (2006, background): “…special emphasis was placed on differences between firms in terms of political resources, various recent studies have linked political resources to the resource-based view (RBV) of the firm (Boddewyn and Brewer, 1994; Maijoor and Van Witteloostuijn, 1996; Oliver, 1997; McWilliams et al., 2002).”
Do Political Connections Buffer Firms from or Bind Firms to the Government? A Study of Corporate Charitable Donations of Chinese Firms (2016, positive): “Some studies suggest that the two activities complement each other, e.g., CSR facilitates corporate political access (McWilliams et al. 2002, Werner 2015).”
Advancing Nonmarket Strategy Research: Institutional Perspectives in a Changing World (2012, background): “Nonmarket capital also augments a firm’s political and social reputation and therefore increases its consideration in the legislative and regulatory processes.”
Political activity and firm performance within nonmarket research: A review and international comparative assessment (2015, positive): “The findings corroborate other studies (Bonardi, Holburn, & Bergh, 2006; Capron & Chatain, 2008; McWilliams et al., 2002) which suggest that nonmarket action adds value to firms, and strengthens Bernhagen and Brauninger’s (2005) the claim that policy decisions are positively skewed towards business ”