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Journal articles on the topic 'CORPORATE ACTIVITY'

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Author: Grafiati

Published: 11 September 2023

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1

Hadani, Michael, and Susan Coombes. "Complementary Relationships Between Corporate Philanthropy and Corporate Political Activity." Business & Society 54, no. 6 (November 2012): 859–81. http://dx.doi.org/10.1177/0007650312463691.

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2

Sharma, Jai Prakash. "Corporate Governance Failure: A Case Study of Satyam." Indian Journal of Corporate Governance 3, no. 2 (July 2010): 136–75. http://dx.doi.org/10.1177/0974686220100204.

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Corporate Governance has become prominent over the last two decades as many countries witnessed corporates succumbing to questionable corporate policies and unethical practices, setting in motion reforms through codes and standards on corporate governance. India too had had its share of corporate scams. The recent fraud in Satyam has shattered the dreams of various investors, shocked the government and regulators alike and led to questioning the accounting practices of statutory auditors and corporate governance norms. Unethical business conduct, cooking of books of accounts, questionable role of audit committee, flawed ownership structure and other major governance flaws were noticed in the collapse of Satyam. As in USA, UK and other countries, India too needs similar kind of corporate governance reforms. Even though corporate governance mechanisms cannot prevent unethical activity by top management completely, but they can at least act as a means of detecting such activity before it is too late.

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3

Venancio, Ana, Victor Barros, and Clara Raposo. "Corporate Taxes and Entrepreneurial Activity." Academy of Management Proceedings 2020, no. 1 (August 2020): 17800. http://dx.doi.org/10.5465/ambpp.2020.17800abstract.

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4

Thorley, Timothy E., Joe Coombs, K. Matthew Gilley, Joseph Paul O'Connor Jr., and Curtis L. Wesley II. "Religiosity and Corporate Illegal Activity." Academy of Management Proceedings 2014, no. 1 (January 2014): 17266. http://dx.doi.org/10.5465/ambpp.2014.17266abstract.

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5

Fremeth, Adam, Brian Kelleher Richter, and Brandon Schaufele. "Motivations for Corporate Political Activity." Academy of Management Proceedings 2015, no. 1 (January 2015): 15383. http://dx.doi.org/10.5465/ambpp.2015.15383abstract.

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6

Brenner, Steven N., Kathleen Getz, Gerald Keim, and John F. Mahon. "Interactive Corporate Political Activity Research Workshop." Proceedings of the International Association for Business and Society 7 (1996): 805–10. http://dx.doi.org/10.5840/iabsproc1996775.

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7

Sløk, Torsten, and Mike Kennedy. "Corporate sector vulnerability and aggregate activity." OECD Economic Studies 2005, no. 1 (March 23, 2006): 85–110. http://dx.doi.org/10.1787/eco_studies-v2005-art4-en.

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8

Клочкова, Наталия в., and Елена Александровна Кольцова. "RISK AND CORPORATE ACTIVITY: THE DEFINITION." Современная экономика: проблемы и решения 10 (October 20, 2017): 78–83. http://dx.doi.org/10.17308/meps.2017.10/1742.

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Цель: статья посвящена определению понятий «риск» и «корпора- тивная деятельность». Обсуждение: категория «управление рисками» многопланова и не поддается однозначному определению. Отдельно взятые понятия «риск» и «управление» позволяют составить лишь поверхностное представление о сути рассматриваемой категории, понимание которой невозможно без детального изучения проблемы. Термин «управление рисками» весьма специфичен и, соответственно, предпринятый авторами подход к исследованию затрагивает лишь не- которые аспекты рисков, оставляя за рамками изучения систематиче- ские риски и их последствия. Результаты: авторам удалось доказать, что класс рассматриваемых рисков имеет ряд отличительных свойств от иных предпринимательских рисков. Несмотря на трудности, свя- занные с определением ключевого понятия нашего исследования, ав- торам удалось обобщить категориальный аппарат.

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9

Wasson, Tyler K. "The End of Corporate Political Activity." Proceedings of the International Association for Business and Society 31 (2020): 139–51. http://dx.doi.org/10.5840/iabsproc20203114.

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Corporate political activity (CPA) is one of the most prolific academic literatures which examines the political behaviors of corporations. CPA researchers often define it as a non-market strategy which corporations can engage in to influence political outcomes that complement their market objectives. In this paper I argue that, despite continuous theoretical development, CPA has not kept pace with changes in the political role and behaviors of corporations, particularly multinational corporations (MNCs), which has resulted in an inaccurate view of the corporate political environment. Therefore, CPA theory ought to be updated to be more descriptively and theoretically accurate.

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10

Brasher, Holly, and David Lowery. "The Corporate Context of Lobbying Activity." Business and Politics 8, no. 1 (April 2006): 1–23. http://dx.doi.org/10.2202/1469-3569.1124.

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Despite extensive research on political activity on the part of corporations, clear and consistent findings remain elusive. We identify three reasons for this failure. First, most of the empirical literature on corporate political activity simply studies the wrong phenomena by examining political action committees rather than lobbying more generally. Second, the literature studies an excessively narrow sample of organizations that might engage in lobbying, focusing almost always on extremely large corporations, which inevitably attenuates variance on many of the variables hypothesized to influence engagement in political activity. And third, prior work is rarely attentive to the diversity of corporate activities, narrowly conceptualizing vital aspects of the business context that might influence decisions to engage in political activity. Based on this critique, we develop and test new models of corporate political activity, finding that the diversity of the economic context within which firms work and firm size matter a great deal, if in ways somewhat different from those reported in prior work.

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11

Markus, Stanislav, and Timothy Werner. "Illuminating Secrecy in Corporate Political Activity." Academy of Management Proceedings 2020, no. 1 (August 2020): 17953. http://dx.doi.org/10.5465/ambpp.2020.234.

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12

Schuler, Douglas A., Kathleen Rehbein, and Colby D. Green. "Is Corporate Political Activity a Field?" Business & Society 58, no. 7 (November 26, 2016): 1376–405. http://dx.doi.org/10.1177/0007650316680206.

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This article focuses upon answering the following question: Does corporate political activity (CPA) stand as an academic field? Following Hambrick and Chen, we consider three elements of the emergence of an academic field—differentiation, mobilization, and legitimacy. Utilizing a variety of data sources, we find CPA to be well differentiated from other academic fields; to have undertaken a number of activities to mobilize CPA as a field, but short of large-scale unification; and to have earned low to moderate legitimacy within management, but little legitimacy outside of management. All in all, at this time, CPA does not squarely meet the elements necessary to emerge as a field.

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13

DiFonzo, Nicholas, and Prashant Bordia. "Corporate rumor activity, belief and accuracy." Public Relations Review 28, no. 1 (February 2002): 1–19. http://dx.doi.org/10.1016/s0363-8111(02)00107-8.

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14

Schuler, Douglas A. "Peering in From Corporate Political Activity." Journal of Management Inquiry 17, no. 3 (May 22, 2008): 162–67. http://dx.doi.org/10.1177/1056492608316698.

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15

Rudy, Bruce C., and Andrew Franklin Johnson. "Corporate Political Activity as Competitive Action." Academy of Management Proceedings 2012, no. 1 (July 2012): 10427. http://dx.doi.org/10.5465/ambpp.2012.10427abstract.

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16

Mansi, Sattar A., and David M. Reeb. "Corporate International Activity and Debt Financing." Journal of International Business Studies 33, no. 1 (March 2002): 129–47. http://dx.doi.org/10.1057/palgrave.jibs.8491008.

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17

VAGIZOVA, Venera I., Igor' A. KOKH, and Renat M. DASHKIN. "Characteristics of corporate governance and companies’ investment activity." Finance and Credit 28, no. 6 (June 29, 2022): 1255–87. http://dx.doi.org/10.24891/fc.28.6.1255.

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Subject. We consider characteristics of corporate governance and determinants of companies' investments. Objectives. The purpose is to investigate the relationship between corporate governance characteristics and companies’ level of investment activity; to reveal the level of correlation between companies’ investments and selected determinants. Methods. The study draws on statistical analysis of data, econometric analysis of panel data with fixed or random effects. Results. Overall corporate investment activity varies across regions and countries and differs in subgroups formed on the basis of age, gender, or ownership criteria. We identified the key determinants of investments, depending on company’s geographic location and characteristics of corporate governance. The findings confirm that the latter plays a significant role in corporate investment activity. Relevance. This paper contributes to academic literature on investment activity, corporate governance, and other relevant empirical studies on corporate finance. It also discloses problems of geographical and country-level differences of the issue under consideration.

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18

Jin, Chang-Hyun, and Jung-Yong Lee. "The Halo Effect of CSR Activity: Types of CSR Activity and Negative Information Effects." Sustainability 11, no. 7 (April 11, 2019): 2067. http://dx.doi.org/10.3390/su11072067.

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This study attempts to assess the role of the polarity of information or publicity about a company (whether positive, negative, or neutral) and two CSR activities (e.g., environmental preservation and supporting social welfare in developing countries) in the relationships between consumers and brands and also to investigate how a corporate image, as perceived by consumers, affects the formation of an image of a company or brand through the halo effect of Corporate Social Responsibility (CSR) activity. An experimental design was used to test the hypotheses. A group of subjects who were exposed to negative publicity about a company showed a change in average values in their attitudes toward the brand, purchase intention, corporate image, attitude to the CEO, and brand loyalty. The formation of attitudes or images changed more positively when the type of CSR activity involved was closely related to a company’s corporate image. The results of the analysis used to test the halo effect of a company’s CSR activity indicate that corporate CSR activity is closely related to consumer attitude formation or changes in perceptions of a company. The results of this study provide an opportunity to assess the importance of negative information about a company or product, as well as types of CSR activity that affect image formation. The study suggests that only CSR activities that are highly congruent with a company’s image or its products can produce positive and amicable reactions from consumers through the halo effect.

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19

Mulia, Rezki Ananda, and Joni Joni. "Corporate Social Responsibility (CSR) and Risk Taking: Evidence from Indonesia." ACRN Journal of Finance and Risk Perspectives 8, no. 1 (2019): 152–62. http://dx.doi.org/10.35944/jofrp.2019.8.1.010.

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In this paper, we investigate the effect of Corporate Social Responsibility (CSR) on risk taking in Indonesia. We hand collect CSR and other corporate governance data from 2016-2017 for publicly listed firms on the Indonesian Stock Exchange (IDX). The results, based on 820 firm-year observations, suggest that CSR activity is negatively related to corporate’s risk. This means the presence of CSR activity is positively perceived by stakeholders. Therefore, it reduces operating and market risks of the company. Also, we test for endogeneity and the main findings remain similar.

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20

Ozer, Mine. "Top management teams and corporate political activity: Do top management teams have influence on corporate political activity?" Journal of Business Research 63, no. 11 (November 2010): 1196–201. http://dx.doi.org/10.1016/j.jbusres.2009.10.017.

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21

Jain, Tanusree, Kamal Sharma, Basak Canboy, and Kathleen Rehbein. "A Wolf in Sheep’s Clothing? Corporate Social Responsibility as Corporate Political Activity." Academy of Management Proceedings 2018, no. 1 (August 2018): 14636. http://dx.doi.org/10.5465/ambpp.2018.14636abstract.

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22

Hadani, Michael, Jonathan P. Doh, and Marguerite Schneider. "Social movements and corporate political activity: Corporate/regulatory responses to social activism." Academy of Management Proceedings 2013, no. 1 (January 2013): 10592. http://dx.doi.org/10.5465/ambpp.2013.118.

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23

Müller, Annika, and Robert Ormrod. "The Effect of Corporate Political Activity on Corporate Reputation Amongst Industry Professionals." Academy of Management Proceedings 2020, no. 1 (August 2020): 21598. http://dx.doi.org/10.5465/ambpp.2020.21598abstract.

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24

Hadani, Michael, and Douglas A. Schuler. "Is Corporate Political Activity Worth it? Market Returns on Corporate Political Investments." Academy of Management Proceedings 2012, no. 1 (July 2012): 12947. http://dx.doi.org/10.5465/ambpp.2012.12947abstract.

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25

Kuratko, Donald F., Jeffrey S. Hornsby, and Michael G. Goldsby. "Sustaining Corporate Entrepreneurship." International Journal of Entrepreneurship and Innovation 5, no. 2 (May 2004): 77–89. http://dx.doi.org/10.5367/000000004773863237.

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This paper seeks to develop an exploratory model illustrating the critical elements needed for a sustained corporate entrepreneurship. Specifically, the model integrates and extends previous models that have examined the organizational or individual components of entrepreneurial activity. The proposed model provides additional theoretical foundation emphasizing the importance of perceived implementation/output relationships at both the individual and organizational level. The perceived satisfaction of these relationships provides the basis for whether or not a corporate entrepreneurial activity will be sustained.

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26

Mukan, O., L. Hanas, and Y. Tsyb. "Formation of corporate strategy by the enterprise engaged in foreign economic activity." Economics, Entrepreneurship, Management 5, no. 2 (2018): 1–6. http://dx.doi.org/10.23939/eem2018.02.001.

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27

O’Connor, Matthew, and Matthew Rafferty. "Corporate Governance and Innovation." Journal of Financial and Quantitative Analysis 47, no. 2 (January 17, 2012): 397–413. http://dx.doi.org/10.1017/s002210901200004x.

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AbstractWe use Tobin’s q models of investments to estimate the relationship between corporate governance and the level of innovative activity. Simple ordinary least squares (OLS) models suggest that poor governance reduces innovative activity. However, OLS results are sensitive to controlling for serial correlation, unobserved effects, or using instrumental variables to control simultaneity. Controlling for these effects substantially reduces or eliminates the relationship between governance and innovative activity.

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28

Wilson, Graham K. "Corporate Political Strategies." British Journal of Political Science 20, no. 2 (April 1990): 281–88. http://dx.doi.org/10.1017/s0007123400005822.

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With one partial exception, political scientists have carried out little empirical research on corporate political activity. That one exception is political action committees, PACs. Perhaps because of the ready availability of apparently reliable data on corporate political contributions, most empirical studies of business political activity have concentrated on PACs. The study of PACs is not, however, synonymous with the study of corporate political behaviour. Indeed, not all corporations have PACs; Sabato estimated that almost half the largest manufacturing corporations did not. At least one politically active corporation, Du Pont, refused for many years to establish a PAC.

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29

Denysenko, Mykola, Zoryna Yurynets, Rostyslav Yurynets, and Ivanna Myshchyshyn. "DEVELOPMENT OF CORPORATE VENTURE CAPITAL UNDER THE CONDITIONS OF INTENSIFICATION OF INNOVATIVE ACTIVITY." ECONOMICS, FINANCE AND MANAGEMENT REVIEW, no. 2 (June 30, 2023): 24–30. http://dx.doi.org/10.36690/2674-5208-2023-2-24-30.

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In recent years, corporate venture capital has gained popularity in all areas of the economy in different countries of the world. Along with traditional venture capital funds, business angels and accelerators, traditional corporations also invest in startups around the world. Most often, these processes take place according to the corporate venture capital model. This makes it possible to remove restrictions on the participation in corporate venture funds mainly of legal entities, will open up opportunities for the participation of various subjects in corporate venture funds, and promotes the investment of funds in innovative structures. The purpose of the article is to analyze corporate venture capital, to identify structural characteristics of corporate venture capital and peculiarities of corporate venture investing in Ukraine. During the research, the method of synthesis and analysis, induction (in the study of corporate venture capital, structural characteristics of corporate venture capital and peculiarities of corporate venture investing in Ukraine); the method of schematic, graphic images (for the visual display the received results of the study) has been used. The main structural characteristics of corporate venture capital have been singled out. The signs of structural characteristics of corporate venture capital include the parameters of the corporate venture capital investment model, the types of corporate venture investment goals, criteria for deciding on financing a startup for investors and analysts of corporate investment funds, the types of corporate venture capital investments, the main motives for investment by corporate venture capital funds, ways to promote business growth through corporate investment in venture capital funds, the main financial parameters of the sustainability of corporate venture capital. Ukrainian investors appeared in this field literally 5-7 years ago, but their interest in global international startups is already marked. It was established that for Ukrainian businessmen venture investments at the stages of the B+ series are a new stage of expansion of the investment portfolio. The amount of investment depends on the investor's faith in the project and the arrogance and talent of the startup. If «seed» and «angel» investments are calculated on average in hundreds of thousands of dollars, then capital investments in the innovative business are measured in millions and tens of millions. The main goal of corporate venture capital is strategic innovative business development. Activation of activity through corporate venture capital investments in Ukraine is only developing, and much depends on the business reputation and personal characteristics of managers. Ukraine's economy needs integration into global economic processes through the development of corporate venture capital.

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30

Haunschild, Pamela R. "THE SOCIAL BASES OF CORPORATE ACQUISITION ACTIVITY." Academy of Management Proceedings 1992, no. 1 (August 1992): 175–79. http://dx.doi.org/10.5465/ambpp.1992.17515412.

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31

Pryor, Christopher G. "Regulatory alignment capability and corporate political activity." Academy of Management Proceedings 2021, no. 1 (August 2021): 15564. http://dx.doi.org/10.5465/ambpp.2021.15564abstract.

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32

Diederen, Paul, and Paul A. Geroski. "Market Structure, Corporate Performance and Innovative Activity." Economic Journal 106, no. 434 (January 1996): 220. http://dx.doi.org/10.2307/2234946.

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33

Cavazos, David E., Karen D. W. Patterson, and Mathew A. Rutherford. "Political market performance and corporate political activity." International Journal of Law and Management 60, no. 3 (May 14, 2018): 854–68. http://dx.doi.org/10.1108/ijlma-03-2017-0031.

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Purpose This study aims to examine conditions in which firm political market performance is associated with firm efforts to influence regulatory outcomes. Applying measures of political market performance based on firm performance in government enforcement actions and a firm’s ability to obtain favorable political outcomes, the authors make the case that political market performance is a key part of competitive political markets, which is associated with particular types of firm efforts to influence policy. Design/methodology/approach Longitudinal examination of nine automobile manufacturers during National Highway Traffic and Safety Administration crash tests reveals that firm performance in government enforcement activities is associated with greater efforts to cooperate with political suppliers, while declining firm performance in efforts to influence political outcomes is associated with increased firm opposition to political supplier actions. Findings Firm performance in government enforcement activities is associated with greater efforts to cooperate with political suppliers, while declining firm performance in efforts to influence political outcomes is associated with increased firm opposition to political supplier actions. Research limitations/implications Performance in regulatory enforcement results in increased firm actions to engage regulators in the policy-making process, while performance in obtaining desired policy outcomes is associated with a greater focus on opposition to proposed standards. These results suggest that political demanders can take deliberate actions to either engage or oppose supplier actions based on political market performance. Originality/value The primary contribution of this research is to begin to examine the implications of performance dynamics within political markets. Adding the construct of political market performance to the political markets framework reveals that variations in political market performance can be associated with specific types of corporate political activity.

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34

Mullery, Colleen B., Steven N. Brenner, and Nancy A. Perrin. "A Structural Analysis of Corporate Political Activity." Business & Society 34, no. 2 (August 1995): 147–70. http://dx.doi.org/10.1177/000765039503400203.

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35

Mantere, Saku, Kalle Pajunen, and Juha-Antti Lamberg. "Vices and Virtues of Corporate Political Activity." Business & Society 48, no. 1 (September 18, 2007): 105–32. http://dx.doi.org/10.1177/0007650307303388.

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36

Dahan, Nicolas M., Michael Hadani, and Douglas A. Schuler. "The Governance Challenges of Corporate Political Activity." Business & Society 52, no. 3 (June 27, 2013): 365–87. http://dx.doi.org/10.1177/0007650313491470.

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37

Kuo, Lopin, and Hui-Cheng Yu. "Corporate political activity and environmental sustainability disclosure." Baltic Journal of Management 12, no. 3 (July 3, 2017): 348–67. http://dx.doi.org/10.1108/bjm-07-2016-0149.

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Purpose Taking on a corporate political activity (CPA) perspective, the purpose of this paper is to investigate how CPA affects environmental sustainability disclosure among firms in China and whether the disclosure level varies across ownership structures and environmental sensitivity statuses. Design/methodology/approach The sample comprises 652 corporate social responsibility reports released by firms in China during 2008-2010. Data are coded through a content analysis procedure before being analyzed using regression analysis. Findings The authors find a significant and positive association between CPA and environmental sustainability disclosure. However, the effect of CPA on environmental sustainability disclosure is significantly negative among firms in the environmentally sensitive industries (ESIs) and privately owned enterprises (POEs). More specifically, a firm’s environmental disclosure level is lower when the proportion of board members with a significant status, such as party chief of the Communist Party, is higher among firms in ESIs and POEs. This implies that firms with guanxi (i.e. Chinese-specific CPA) are more likely to be free from trouble. Originality/value This empirical study offers important evidence on the fulfillment of environmental sustainability policies and the effectiveness of regulatory controls that China has used in the development toward a low-carbon economy.

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38

Harrington, James W. "Corporate strategy, business strategy and activity location." Geoforum 16, no. 4 (January 1985): 349–56. http://dx.doi.org/10.1016/0016-7185(85)90042-9.

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39

Slovin, Myron B., Marie E. Sushka, and Tomas P. Mantecon. "Analyzing joint ventures as corporate control activity." Journal of Banking & Finance 31, no. 8 (August 2007): 2365–82. http://dx.doi.org/10.1016/j.jbankfin.2006.09.009.

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40

Foley, C. Fritz, and Kalina Manova. "International Trade, Multinational Activity, and Corporate Finance." Annual Review of Economics 7, no. 1 (August 2015): 119–46. http://dx.doi.org/10.1146/annurev-economics-080614-115453.

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41

Johnson, Andrew Franklin, and Bruce C. Rudy. "Top Management Teams and Corporate Political Activity." Academy of Management Proceedings 2015, no. 1 (January 2015): 13728. http://dx.doi.org/10.5465/ambpp.2015.13728abstract.

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42

Hasan, Helen, and Charmaine C. Pfaff. "An activity‐theory analysis of corporate wikis." Information Technology & People 25, no. 4 (November 9, 2012): 423–37. http://dx.doi.org/10.1108/09593841211278802.

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43

Werner, Timothy. "Investor Reaction to Covert Corporate Political Activity." Strategic Management Journal 38, no. 12 (August 7, 2017): 2424–43. http://dx.doi.org/10.1002/smj.2682.

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44

Greiner, Michael, Jaemin Kim, and Jennifer Cordon Thor. "Narcissistic CEOs and their corporate political activity." Journal of Business Research 163 (August 2023): 113930. http://dx.doi.org/10.1016/j.jbusres.2023.113930.

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45

"Corporate Activity." Pharmaceutical Innovation 12, no. 4 (June 2003): 42–46. http://dx.doi.org/10.1007/bf03265488.

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46

"Corporate Activity." Pharmaceutical Innovation 12, no. 3 (April 2003): 37–41. http://dx.doi.org/10.1007/bf03265478.

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"Corporate Activity." Pharmaceutical Innovation 12, no. 2 (February 2003): 40–46. http://dx.doi.org/10.1007/bf03265468.

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48

"Corporate Activity." Pharmaceutical & Diagnostic Innovation 2, no. 1 (February 2004): 32–56. http://dx.doi.org/10.1007/bf03257285.

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49

Zinnbauer, Dieter. "Corporate judicial activity." SSRN Electronic Journal, 2022. http://dx.doi.org/10.2139/ssrn.4271440.

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50

Kesten, Jay. "Democratizing Corporate Political Activity." SSRN Electronic Journal, 2013. http://dx.doi.org/10.2139/ssrn.2242107.

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