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2020 | OriginalPaper | Buchkapitel

2. How to Approach Nonmarket Strategy and Corporate Political Activity

verfasst von : Eric Romann

Erschienen in: Nonmarket Strategy in Japan

Verlag: Springer Singapore

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Abstract

This chapter presents an overview of the theoretical approaches through which the corporate political activity (CPA) phenomenon can be analyzed. The number of related fields and disciplines, such as economics, political science, sociology, management, as well as the volume of literature is so extensive that the choice was made to only briefly review the fundamentals and focus for this book’s analysis on a combination of political science and strategic management.

A discussion of the concept of power leads to the adoption of the broader and better-suited notion of influence as an elemental analytic dimension that can be understood as ranging from pressure to persuasion. This dimension is substantiated in a tool, the Balance of Influence matrix.

A second central dimension underlying any CPA situation consists of the conceptual pair Representativeness/Credibility. These notions encompass the more traditional ideas of Collective/Individual actions but are meant to describe better and comprehensively a nuanced reality. They give birth to the second essential tool, the Balance of Coalition. These two dimensions could be seen as the conceptual infrastructure on which the practical CPA tactics are built in the framework, that is the subject of this chapter.

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Vorheriges Kapitel Introduction

Nächstes Kapitel Framework

Criticizing the elusiveness of the concept of power due, inter alia, to the different lens adopted by each school (political scientists/pluralism and sociologists/elitism), Bachrach and Baratz propose a new approach based on the analysis of dominant values, myths and, above all, existing bias to understand the dynamic of non-decision-making.

After having defined power in a generic manner, stating that people exert power over others when they affect them in a manner contrary to their interests, Lukes points out that people sometimes act willingly in ways contrary to their interests. To him, this constitutes the third dimension of power that can be seen in ideology where no coercion or constraints are at play.

This fourth dimension questions the production of the subject as well as the norms governing our self-understandings and political practices.

A central criticism to the concept of soft power consists of considering that soft power is only secondary to hard power and cannot exist without its backing.

CME: Coordinated Market Economy, LME: Liberal Market Economy.

Gyôkai: industry

Interviewees, especially the Japanese companies, report that the first thing officials ask them when they come to explain their case is why they do not use the channel of their trade association (the “normal” way), and that they cannot do anything for a single company.

Nemawashi: prior consultation and behind-the-scenes consensus-building process.

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Titel: How to Approach Nonmarket Strategy and Corporate Political Activity
verfasst von: Eric Romann
Verlag: Springer Singapore
Buch: Nonmarket Strategy in Japan
Print ISBN: 978-981-15-7324-8

Electronic ISBN: 978-981-15-7325-5

Copyright-Jahr: 2020
DOI: https://doi.org/10.1007/978-981-15-7325-5_2

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