Abstract
Corporate political activity (CPA) can be an important element in any firm’s effort to gain competitive advantage. This has been particularly true in the area of international trade, where domestic producers seek to bar or
disadvantage foreign competitors in the home market though the imposition of
trade protection. In the United States the imposition of anti-dumping duties
(AD) or countervailing duties (CVD) is among the most popular policy demand
made by firms, and as such is a focus of corporate political activity. This
paper seeks to understand how and why some firms make more effective use
of this process. It does so by drawing on social capital (SC) theory to
illuminate the qualitative aspects of effective corporate political activity.
Resilient trust between firms and their attorneys is revealed as a prominent
aspect of effective CPA. The paper also adds to the literature by including foreign as well as US firms in the sample.
Original language | English |
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Place of Publication | Bath |
Publication status | Unpublished - 19 Dec 2007 |
Bibliographical note
Paper presented at the Academy of International Business Annual Meeting, Indianapolis, June 2007. This working paper is produced for discussion purposes only. The papers are expected to be published in due course, in revised form and should not be quoted without the author’s permission.Keywords
- Non-market strategies
- Organizational social capital
- Corporate political activity