October 13, 2025Journal of Management Studies

Non‐Market Strategy and Deglobalization: Firm–State Relations and the Historical Microfoundations of Corporate Political Activity

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Authors

APAndrew PerchardUniversity of Otago NMNiall MacKenzieUniversity of Strathclyde TLThomas C. LawtonUniversity College Cork

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Implication

This research reveals how corporate political activity shapes deglobalization in multinational enterprises, suggesting deeper ties between business and governmental actions.

Key Points

Deglobalization is reframed as a co-evolving process of firm-state relations and strategic outcomes shaped by NMS.
The analysis of the global aluminum industry reveals how ideological alignments and elite networks influence trade policies.
MNEs leverage political capabilities to impact national development agendas, emphasizing the importance of CPA.
Identifying the microfoundations of CPA highlights the intersection of corporate agency and governmental authority over a century.

Cite This Study

Perchard et al. (2025) studied this question.

synapsesocial.com/papers/68ecc715d1cc7436f7d1886f https://doi.org/10.1111/joms.70005

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Implication

This research reveals how corporate political activity shapes deglobalization in multinational enterprises, suggesting deeper ties between business and governmental actions.

Non‐Market Strategy and Deglobalization: Firm–State Relations and the Historical Microfoundations of Corporate Political Activity

Discussion

Member takes

Implication

Key Points

Cite This Study

Non‐Market Strategy and Deglobalization: Firm–State Relations and the Historical Microfoundations of Corporate Political Activity

Discussion

Member takes

Implication

Key Points

Cite This Study

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