Online from: 2008
Subject Area: Strategy
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|Title:||Are firms' lobbying strategies universal? Comparison of lobbying by French and UK firms|
|Author(s):||Madina Rival, (National Conservatory for Arts and Crafts, Paris, France)|
|Citation:||Madina Rival, (2012) "Are firms' lobbying strategies universal? Comparison of lobbying by French and UK firms", Journal of Strategy and Management, Vol. 5 Iss: 2, pp.211 - 230|
|Keywords:||Corporate political strategy, Data analysis, France, Influence, Lobbying, Management strategy, Societal effects, United Kingdom|
|Article type:||Research paper|
|DOI:||10.1108/17554251211222901 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The author would like to acknowledge sincerely for their advice Arjen van Witteloostuijn and the two anonymous reviewers of the journal, the 2010 Sorge Workshop participants in Groningen, the 2011 AOM Management Consulting Division, and especially Yuri Biondi.|
Purpose – The central question in this article is: do recurring types of corporate lobbying strategies exist (in the same way as for generic strategies, for example)? The objective of this research is to define a typology of lobbying strategies implemented by French and UK firms, and then to discuss to what extent firms' political strategies are universal or country-specific.
Design/methodology/approach – An empirical study examined 679 lobbying campaigns (also known as “political action”) of French and UK firms. They were grouped into categories and described using statistical data analysis techniques (multiple correspondence analysis and classification).
Findings – The results highlight a pattern in the corporate lobbying phenomenon: five types of lobbying strategy (that can be described and illustrated) exist for French firms, and four for UK firms. Tentative explanations can be put forward: implementation of lobbying strategies appears to depend on the type of issues addressed (which could be universal), but also on the country's political environment (which could be country specific). The study shows the interdependent influence of organisational resources, economic structures and the political environment (laws and the role of the state) on firms' lobbying strategies. Thus, societal effects theory could be applied to firms' political strategies, which are global and local at the same time.
Originality/value – Lobbying public decision makers is an increasingly widespread managerial practice, but has so far attracted little research attention in Europe.
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