Buffer or bridge? Environmental and organizational determinants of public affairs activities in American firms

Article Abstract:

This article suggests corporate public affairs activities can be broken down into two types: activities that "buffer" from the social and political environment, and activities that "bridge" with that environment. Drawing on previous work related to contingency theory, resource dependence, and strategic management, we developed hypotheses concerning conditions under which firms will emphasize buffering, bridging, or both. The hypotheses were tested with data collected from large American firms and Lohmoller's partial-least squares latent variable path analysis. Buffering is found to be positively associated with environmental uncertainty and organizational power. Bridging is positively associated with uncertainty and an institution-oriented philosophy on the part of top management. (Reprinted by permission of the publisher.)

Social policy, Corporations, Corporate social responsibility, Community relations

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The effectiveness of headquarters-subsidiary relationships: the role of coordination, control and conflict

Article Abstract:

The headquarter-subsidiary relationship was evaluated based on the conflict between the two entities and two important factors in integration: coordination and control. Data were gathered from 105 foreign subsidiaries operating in 14 countries. The results showed that the effectiveness of headquarter-subsidiary relationship is positively correlated with the coordination of both primary activities and personal integrating mechanism but negatively related with conflicts. No such relationship was found with the use of bureaucratic integrating mechanisms.

Printing ink, Fertilizers, mixing only, Subsidiary corporations, Subsidiaries

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U.S. joint ventures in China: motivation and management of political risk

Article Abstract:

In 1979, Chinese legislation opened the opportunity for joint ventures with United States companies. Interview survey information indicates how investors perceived the potential political risks and what motivated both Chinese and foreign interest in setting up joint ventures.

China, Investments, Risk management, Political aspects, Joint ventures

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