Engaging informal institutions through corporate political activity: Capabilities for subnational embeddedness in emerging economies |
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| Institution: | 1. The Open University Business School, Walton Hall, Milton Keynes, MK7 6AA, United Kingdom;2. Cork University Business School, University College Cork, College Road, Cork, T12 K8AF, Ireland;3. Surrey Business School, University of Surrey, Guildford, Surrey, GU2 7XH, United Kingdom;1. Ted Rogers School of Management, Ryerson University, 350 Victoria Street, Toronto, ON, M5B 2K3, Canada;2. International Business School, Shanghai University of International Business and Economics, No. 1900 Wenxiang Road, Songjiang District, Shanghai, 201620, China;1. Department of Business Administration, National Taiwan University of Science & Technology, 43, Keelung Rd., Sec.4, Taipei City 106335, Taiwan;2. Department of Management and Global Business, Rutgers Business School, Rutgers University, 1 Washington Park, Newark, NJ 07102, United States;3. College of Management, Yuan Ze University, 135, Yuan-Tung Rd, Tao-Yuan City, 320, Taiwan;1. International Business, Strategy and Entrepreneurship Department, Auckland University of Technology, 55 Wellesley Street East, Auckland CBD, Auckland, 1010, New Zealand;2. Indian Institute of Management Udaipur, Balicha Campus, Udaipur, Rajasthan 313001, India;3. Keio University, Graduate School of Business Administration Keio University 4-1-1 Hiyoshi, Kohoku-ku, Yokohama, 223-8526, Japan;1. School of Business and Economics, Loughborough University, LE11 3TT, United Kingdom;2. University of Strathclyde, G1 1XQ, United Kingdom;3. Kwame Nkrumah University of Science & Technology, University Post O?ce, Kumasi, Ghana; Gordon Institute of Business Science, University of Pretoria, 26 Melville Rd, Illovo, Johannesburg, 2196, South Africa;1. University of Exeter, UK;2. Research Institute of Industrial Economics, Sweden;3. City University of Hong Kong, China;4. University of Leeds, UK;1. Hamburg School of Business Administration, Willy-Brandt-Straße 75, 20459, Hamburg, Germany;2. Alliance Manchester Business School, Booth Street West, M156PB, Manchester, UK;3. School of Business, Society and Engineering, Mälardalen University, Sweden & Department of Strategy and Entrepreneurship, BI Norwegian Business School, Norway |
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| Abstract: | This study examines how multinational enterprises (MNEs) organize internally to enhance subnational institutional fit in new frontier developing economies. We consider how corporate political activity (CPA) can facilitate local embeddedness by engaging informal institutions and nonmarket stakeholders at local community level. We apply an exploratory, qualitative, multi-case study approach to six MNEs in Uganda’s electricity generation sector. The findings suggest that in markets like Uganda, MNEs depend on being bridged with subnational informal institutions such as tribal, social, and religious norms and grassroots political networks. Such bridging in turn positions these MNEs to contribute to developmental processes by integrating recognizable informal institutions into grassroots projects.Drawing on institutional theory and an organizational capabilities perspective, we identify the diverse bridging capabilities that enable MNEs to successfully embed locally, thereby simultaneously pursuing business objectives and achieving societal relevance. |
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| Keywords: | MNE nonmarket strategy Corporate political activity Local embeddedness Bridging capabilities Informal institutions Emerging markets |
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