Association of Marketing Theory and Practice Proceedings 2020
 

Document Type

Conference Proceeding

Conference Track

Marketing Management/ Strategy/ Branding

Abstract

Because assumptions that firm decisions to manage external politics revolve around traditional resources and capabilities (e.g., capital, technology) impede environmental management theories, this research explores additional antecedents, i.e., perceived uncertainty, firm political infrastructure. Study One qualitative data support ideas related to management as a matter of a firm’s perceptually constructed environment among deterministic firms. Study Two quantitative data find a strategic choice firm orientation is developed through management structures (e.g., specialized staff, routines), despite post-hoc analyses confirming both firm types operate in similar environments. Combined, these studies disconfirm traditional resources as a driver of firm political activity. Moreover, Study Two confirms a sequence so that firm political action is driven (hindered) by infrastructure (uncertainty), not vice versa. These results also imply that public policy drafters can segment the market by firm political infrastructure to efficiently account for various levels of firm political response to such policy.

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