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dc.contributor.authorTarba, Shlomo Y.en
dc.contributor.authorKhan, Zaheeren
dc.contributor.authorRodgers, P.en
dc.contributor.authorStokes, Peteren
dc.date.accessioned2018-10-11T09:53:27Z
dc.date.available2018-10-11T09:53:27Z
dc.date.issued2019-06-12
dc.identifier.citationRodgers, P., Stokes, P., Tarba, S., and Khan, Z. (2019) The role of non-market strategies in establishing legitimacy: The Case of Service MNEs in emerging economies. Management International Review, 59 (4), pp. 515-540en
dc.identifier.issn1861-8901
dc.identifier.urihttp://hdl.handle.net/2086/16720
dc.descriptionThe file attached to this record is the author's final peer reviewed version.en
dc.descriptionopen accessen
dc.description.abstractIn this article, we examine the mechanisms of the corporate political activities of service multinational enterprises (SMNEs) operating in an emerging economy. Reporting the findings of qualitative interviews with key decision-makers in Ukraine, the article illuminates how SMNEs operating in turbulent institutional contexts can enact various corporate political strategies, including social responsibility activities, to mitigate market costs and develop legitimacy. The findings elucidate how government agencies and institutions may also invoke corporate social responsibility (CSR) as a strategy. The article makes key contributions; firstly, it underscores the complementary dynamics that exist between CPA and CSR strategies in host markets characterised by weak and incomplete institutions. Secondly, the article contributes to the relatively under-explored nature of service sector MNEs operating in such institutional contexts.en
dc.language.isoenen
dc.publisherSpringeren
dc.subjectNon-market strategiesen
dc.subjectCorporate political activityen
dc.subjectCorporate social responsibilityen
dc.subjectService MNEsen
dc.subjectEmerging Economyen
dc.subjectLegitimacyen
dc.titleThe Role of Non-market Strategies in Establishing Legitimacy: The Case of Service MNEs in Emerging Economiesen
dc.typeArticleen
dc.identifier.doihttps://dx.doi.org/10.1007/s11575-019-00385-8
dc.peerreviewedYesen
dc.funderN/Aen
dc.projectidN/Aen
dc.cclicenceCC-BY-NCen
dc.date.acceptance2018-09-03en
dc.researchinstituteCentre for Enterprise and Innovation (CEI)en


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