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Internal and external drivers of anticorruption policies in multinationals
Institution:1. ESCE International Business School, OMNES Education, 10 rue Sextius Michel, 75015 Paris, France;2. Université Côte d′Azur, IAE Nice, GRM 5, Rue du 22ème B.C.A., 06357 Nice Cedex 4, France;3. Università LUISS Guido Carli, Viale Romania 32, 00197 Roma, Italy;1. Australian Centre for Asian Business, UniSA Business, The University of South Australia, 37-44 North Terrace, Adelaide, SA 5000, Australia;2. Australian Centre for Asian Business, UniSA Business, The University of South Australia, 37-44 North Terrace, Adelaide, SA 5000, Australia;1. New York University Stern School of Business, Henry Kaufman Management Center Department of Economics, 44 West Fourth Street, 7-90, New York, NY 10012, USA,;2. University of Birmingham, Birmingham Business School, Department of Strategy & International Business, Edgbaston Park Road, Birmingham B15 2TY, UK;3. University of Sussex, Department of Strategy & Marketing, Sussex House, Falmer, Brighton BN1 9RH, UK;1. KMU International Business School, Kookmin University, Seoul, Republic of Korea;2. Korea University Business School, Korea University, Seoul, Republic of Korea
Abstract:This research investigates internal and external drivers that push multinational companies to establish anticorruption policies. The authors build on institutional theory, in particular on the concept of legitimacy, to examine how corporate headquarters design anticorruption policies. They conducted case studies based on semi-structured interviews with managers of Italian multinationals. The findings show how internal and external drivers interplay to affect anticorruption policies at the headquarters level. They suggest that multinational companies align their anticorruption policies to achieve global legitimacy. The study shows how internal and external pressures influence the process of gaining legitimacy.
Keywords:Anticorruption policies  Multinational companies  Institutional theory  Legitimacy
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