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題名 從企業外交到企業外交官
From Business Diplomacy to Business Diplomats作者 毛慕生
Michaël MARDYKS貢獻者 蘇威傑
Weichieh SU
毛慕生
Michaël MARDYKS關鍵詞 企業外交
企業外交官
Business Diplomacy
Business Diplomats日期 2013 上傳時間 1-七月-2014 12:12:12 (UTC+8) 摘要 從企業外交到企業外交官
The quest toward competitiveness, legitimacy and sustainability in our globalized world involves a growing number of factors; not only financial, marketing or commercial (called market parameters) but also political, legal, social, environmental (non-market parameters). That is where “business diplomacy” (such as stakeholder management, issue management and environmental scanning) comes in. This unique concept has been coined to ensure the link between multinational companies and their non-market environments. As a matter of fact however, a position of “business diplomat” does not exist yet. The domains of business diplomacy are horizontally splited between different business departments and vertically decentralized across different geographic levels. The strategies and actions resulting from this siloed approach are likely to be inconsistent, inefficient and even counterproductive. My model is designed to fill this gap between theory and practice and create an integrated approach toward the non-market environments. The central argument is to superimpose the domains and layers of business diplomacy, instead of displaying them side-by-side. The ensuing intersections give rise to new areas which form a new domain at the interface between the horizontal overlaps and vertical interdependencies of the non-market context. I propose that this domain should be the responsibility of a new business position: the “business diplomat”. Keywords: Non-market environments, Public Affairs, Corporate Political Activities參考文獻 Anderson, A. and Co. (1979). Cost of Government Regulation Study for the Business Roundtable. Vol. 1 and 2.Ansoff, H.I. (1980). Strategic Issue Management, Strategic Management Journal, Vol. 1, No 2 (Apr.-Jun., 1980), pp 131-148, Wiley.Arrington, C. B. and Sawaya, R. N. (1984). Managing public affairs: Issues management in an uncertain environment, California Management Review, 26, 148-160.As-Saber, S.N. , Liesch, P.W. , Dowling, P.J. (2001). Geopolitics and its impacts on international business decisions: A framework for a geopolitical paradigm of international business, School of Management, University of Tasmania, 2001. Asquer, A. (2012, Fall). What is corporate diplomacy? And, why does it matter? Journal of Multidisciplinary Research, 4(3), 53-63.Banker, R.D. , Das, S. , Ou, C.S. (1991). Shareholder wealth effects of legislative events: The case of airline deregulation, Public Choice, June 1997: 301-332.Baron, D.P. (1995). The Nonmarket Strategy System, Sloan Management Review, Vol. 37, No 1 (Fall 1995), Massachusetts Institute of Technology.Baron, D.P. and Diermeier, D. (2007). Introduction to the special issue on nonmarket strategy and social responsibility, Journal of Economics & Management Strategy, Vol. 16, No 3, Fall 2007, 539-545. Baysinger, B. (1984). Domain maintenance as an objective of business political activity: An expanded typology, Academy of Management Review, 9: 248–258. Blumentritt, T. (2003). Foreign subsidiaries’ government affairs activities: The influence of managers and resources. Business & Society, 42: 202–233.Buchholz, R.A. (1988). Public Policy Issues for Management. NJ, Prentice-Hall. Bull, H. (1977). The Anarchical Society: A Study of Order in World Politics, Columbia University Press. Campbell, A. and Alexander. M. (1997). What’s Wrong with Strategy?Chase, W.H. (1977). Public issue management: the new science, Public Relations Journal, Vol. 33 No. 10, pp. 25-6. Cobb, R.W. and Elder, C.D. (1972). Participation in American politics. The dynamics of agenda building. Boston: Allyn & Bacon.Cobb, R.W. and Ross, M.H. (1997). Cultural strategies of agenda denial: avoidance, attack, and redefinition, University Press of Kansas. Donaldson, T. and Preston, L.E. (1995). The stakeholder theory of the corporation: concepts, evidence, and implications, The Academy of Management Review, Vol. 20, No. 1 (Jan., 1995), pp. 65-91.European Commission, Promoting a European framework for corporate social responsibility, Green Paper, COM(2001)366, 18 July 2001: para. 22. Freeman, R.E. and McVea, J. (1984). A stakeholder approach to Strategic Management; Handbook of Strategic Management, Oxford: Blackwell Publishing.Hillman, A. and Keim, G. (1995). International variation in the business-government interface: Institutional and organizational considerations. Academy of Management Review, 20: 193–214. Hillman, A., and Hitt, M. (1999). Corporate political strategy formulation: A model of approach, participation and strategy decisions. Academy of Management Review, 24: 825–842.Hillman, A.J. , Keim, G.D. , Schuler, D. (2004). Corporate Political Activity: A Review and Research Agenda, Journal of Management, 2004 30(6) 837-857.Heath, R.L. (1997). Strategic Issues Management: Organizations and Public Policy Challenges, SAGE Publications. Holtbrügge, D. and Berg, N. (2004). How Multinational Corporations Deal with their Socio-political Stakeholders: An Empirical Study in Asia, Europe, and the US. Jones, B.L. and Chase, W.H. (1979). “Managing public policy issues”, Public Relations Review, Vol. 5 No. 2, pp. 3-23. Lacoste, Y. (1993). Dictionnaire de géopolitique, Paris, Flammarion.Lucea R. and Doh, J. (2012). International strategy for the nonmarket context: stakeholders, issues, networks, and geography, Business and Politics, 14(3): 1-30, 2012. London, M. (1999). Principled leadership and business diplomacy – A practical, values-based direction for management development. Lucas, D. (2012). Les diplomates d’entreprise – Pouvoir, réseaux, influence.Mahon J.F. and Waddock S.A. (1992). Strategic Issues Management: an integration of issue life cycle perspectives, Business and Society, Spring 1992, 31, 1, ABI/INFORM Complete. Mezias, John M. (2002). Identifying liabilities of foreignness and strategies to minimize their effects: case of labor lawsuit judgments in the United States, Strategic Management Journal, Vol. 23(3), 2002, 229-244.Mitchell, R.K. , Agle, B.R. , Wood D.J. (1997). Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts.Mitnick, B.M. (1993). The Strategic Uses of Regulation – and Deregulation, Corporate Political Agenda: the construction of competition in public affairs, ed. 1993. North, D. (1990). Institutions, institutional change, and economic performance. New York: Cambridge University Press. Oomens, M.J.H., and F.A.J. van den Bosch (1999). Strategic Issue Management in Major European-based Companies, Long Range Planning 32 (1): 49-57. Ordeix-Rigo, E. and Duarte, J. (2009). From Public Diplomacy to Corporate Diplomacy: Increasing Corporation’s Legitimacy and Influence, American Behavioral Scientist, 2009 53: 549, SAGE. Peloza, J. and Shang, J. (2011), How can corporate social responsibility activities create value for stakeholders? A systematic review, Academy of Marketing Science, 39, 117-135.Post, J.E. , Preston, L.E , Sachs, S. (2002). Refining the corporation – Stakeholder Management and Organizational Wealth, Stanford Business. Reich, S. (1998). What is Globalization – Four Possible Answers.Robin, D.P. and Reidenbach, R.E. (1987), Social Responsibility, Ethics, and Marketing Strategy: Closing the Gap Between Concept and Application, Journal of Marketing, 51 (January), 44-58.Rozov, N.S. (2012). Geopolitics, Geoeconomics, and Geoculture – The Interrelation of Dynamic Spheres in the History of Russia, Sociological Research, vol. 51, no. 4, July–August 2012, pp. 67–90. Saner, R., Yiu, L. and Sondergaard, M. (2000). Business diplomacy management: A core competency for global companies. Academy of Management Executive, 2000, Vol 14, No1 Saner, R and Yiu, L. (2005) Swiss Executives as Business Diplomats in the New Europe: Evidence from Swiss Pharmaceutical and Agro-Industrial Global Companies. Organizational Dynamics, Vol. 34, No. 3, pp. 298-312, 2005.Sethi, S.P. (1982). Corporate Political Activism, California Management Review, Spring 1982, vol. XXIV, no. 3. Sethi, D. (2007). The impact of geopolitical factors on international business, International Journal of Business Strategy, May 2007, Vol. 7, Source Issue 2.Schmitt, R. (2010). Dealing with Wicked Issues: Open Strategizing and the Camisea Case, J Bus Ethics (2010) 96:11–19.Shuili, Du., Edward T., Vieira Jr. (2012). Striving for Legitimacy Through Corporate Social Responsibility: Insights from Oil Companies, J Bus Ethics (2012) 110:413–427. Smith, R.D. (2002). Strategic Planning for Public Relations, Buffalo State College, Lawrence Erlbaum Associates, Publishers. Starik, M. (1995). Should trees have managerial standing? Toward stakeholder status for non-human nature. Steger, U. (2003). Corporate Diplomacy - The strategy for a Volatile, Fragmented Business Environment. Suchman, M.C. (1995). Managing Legitimacy: Strategic and Institutional approaches, The Academy of Management Review, Vol. 20, No. 3 (Jul., 1995), pp 571-610. Teixeira, A.C. and Dias, M. (2013). The importance of geopolitics in firms’ international location decisions: the Polish case, Communist and Post-Communist Studies, 46 (2013) 79-93. Tombari, H. (1984). Business and Society, (ch. 11), Chicago, Illinois: The Dryden PressVences V. and Orr R.J. (2008). The Camisea gas project: a multi-stakeholder perspective on conflicts and negociation.Wartick S.L. and Mahon J.F. (1994). Toward a Substantive Definition of the Corporate Issue Construct: A review and Synthesis of the Literature. Business and Society, Dec 1994, 33,3 ; ABI/INFORM Complete ; pg. 293. Online sourcesOxford English Dictionary (OED) Official website: http://www.oed.com/ PubAffairs Official website : http://www.publicaffairsnetworking.com Public Relations Society of America (PRSA) Official website : http://www.prsa.org Society of Competitive Intelligence Professionals (SCIP) Official website : http://www.scip.org Word business council for sustainable development Official website: http://www.wbcsd.org 描述 碩士
國立政治大學
國際經營管理英語碩士學位學程(IMBA)
102933060
102資料來源 http://thesis.lib.nccu.edu.tw/record/#G0102933060 資料類型 thesis dc.contributor.advisor 蘇威傑 zh_TW dc.contributor.advisor Weichieh SU en_US dc.contributor.author (作者) 毛慕生 zh_TW dc.contributor.author (作者) Michaël MARDYKS en_US dc.creator (作者) 毛慕生 zh_TW dc.creator (作者) Michaël MARDYKS en_US dc.date (日期) 2013 en_US dc.date.accessioned 1-七月-2014 12:12:12 (UTC+8) - dc.date.available 1-七月-2014 12:12:12 (UTC+8) - dc.date.issued (上傳時間) 1-七月-2014 12:12:12 (UTC+8) - dc.identifier (其他 識別碼) G0102933060 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/67144 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 國際經營管理英語碩士學位學程(IMBA) zh_TW dc.description (描述) 102933060 zh_TW dc.description (描述) 102 zh_TW dc.description.abstract (摘要) 從企業外交到企業外交官 zh_TW dc.description.abstract (摘要) The quest toward competitiveness, legitimacy and sustainability in our globalized world involves a growing number of factors; not only financial, marketing or commercial (called market parameters) but also political, legal, social, environmental (non-market parameters). That is where “business diplomacy” (such as stakeholder management, issue management and environmental scanning) comes in. This unique concept has been coined to ensure the link between multinational companies and their non-market environments. As a matter of fact however, a position of “business diplomat” does not exist yet. The domains of business diplomacy are horizontally splited between different business departments and vertically decentralized across different geographic levels. The strategies and actions resulting from this siloed approach are likely to be inconsistent, inefficient and even counterproductive. My model is designed to fill this gap between theory and practice and create an integrated approach toward the non-market environments. The central argument is to superimpose the domains and layers of business diplomacy, instead of displaying them side-by-side. The ensuing intersections give rise to new areas which form a new domain at the interface between the horizontal overlaps and vertical interdependencies of the non-market context. I propose that this domain should be the responsibility of a new business position: the “business diplomat”. Keywords: Non-market environments, Public Affairs, Corporate Political Activities en_US dc.description.tableofcontents 1. Introduction 12. Literature Review 62.1. Conceptual Foundations of Business Diplomacy 62.1.1. Business Diplomacy and Non-Market Context 62.1.2. A Fruit of Globalization and a Response to Its Excesses 72.1.3. The Added Value of Business Diplomacy 102.2. The Roles of Business Diplomacy 142.2.1. Stakeholder Management 152.2.2. Issue Management 212.2.3. Environmental Scanning 272.3. Ongoing Debate Regarding the Implementation of the Concept 372.3.1. A Competency or a Position? 372.3.2. Corporate Functions Related to Business Diplomacy 393. Theoretical Model 473.1. Gaps in the Existing model – A Siloed Approach 473.1.1. Empirical Evidence: The Example of Shell Oil Company 473.1.2. An Horizontal Segmentation which Ignores the Overlaps between Departments 513.1.3. A Vertical Segmentation which Ignores theMmulti-Layered Interdependences 553.2. First Step of My Model: Superimpose the Three Domains of Business Diplomacy 583.2.1. Overlaps between Stakeholder Management and Issue Management 593.2.2. Overlaps between Issue Management and Socio-Political Scanning 633.2.3. Overlaps between Socio-Political Scanning and Stakeholder Management 673.3. Second Step of My Model: Superimpose the Multiple Layers of the Non-Market Environment 713.3.1. A Solid Base for the Model: The Territory 723.3.2. An Approach to Assess the Multi-Layered Interdependencies 753.3.3. Mapping the Non-Market Context to Identify the Most Suitable Levels for Actions 794. Discussion 844.1. Contributions 844.1.1. A New Superimposed Domain at the Heart of the Non-Market “Interfaces” 854.1.2. Implications: A New Created Position of “Business Diplomat” 874.2. Limitations and Future Research 914.2.1. Practical Challenges to Manage Such A Large Number of Interfaces 924.2.2. Organizational Challenges 93References 97 zh_TW dc.format.extent 789942 bytes - dc.format.mimetype application/pdf - dc.language.iso en_US - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0102933060 en_US dc.subject (關鍵詞) 企業外交 zh_TW dc.subject (關鍵詞) 企業外交官 zh_TW dc.subject (關鍵詞) Business Diplomacy en_US dc.subject (關鍵詞) Business Diplomats en_US dc.title (題名) 從企業外交到企業外交官 zh_TW dc.title (題名) From Business Diplomacy to Business Diplomats en_US dc.type (資料類型) thesis en dc.relation.reference (參考文獻) Anderson, A. and Co. (1979). Cost of Government Regulation Study for the Business Roundtable. Vol. 1 and 2.Ansoff, H.I. (1980). Strategic Issue Management, Strategic Management Journal, Vol. 1, No 2 (Apr.-Jun., 1980), pp 131-148, Wiley.Arrington, C. B. and Sawaya, R. N. (1984). Managing public affairs: Issues management in an uncertain environment, California Management Review, 26, 148-160.As-Saber, S.N. , Liesch, P.W. , Dowling, P.J. (2001). Geopolitics and its impacts on international business decisions: A framework for a geopolitical paradigm of international business, School of Management, University of Tasmania, 2001. Asquer, A. (2012, Fall). What is corporate diplomacy? And, why does it matter? Journal of Multidisciplinary Research, 4(3), 53-63.Banker, R.D. , Das, S. , Ou, C.S. (1991). Shareholder wealth effects of legislative events: The case of airline deregulation, Public Choice, June 1997: 301-332.Baron, D.P. (1995). The Nonmarket Strategy System, Sloan Management Review, Vol. 37, No 1 (Fall 1995), Massachusetts Institute of Technology.Baron, D.P. and Diermeier, D. (2007). Introduction to the special issue on nonmarket strategy and social responsibility, Journal of Economics & Management Strategy, Vol. 16, No 3, Fall 2007, 539-545. Baysinger, B. (1984). Domain maintenance as an objective of business political activity: An expanded typology, Academy of Management Review, 9: 248–258. Blumentritt, T. (2003). Foreign subsidiaries’ government affairs activities: The influence of managers and resources. Business & Society, 42: 202–233.Buchholz, R.A. (1988). Public Policy Issues for Management. NJ, Prentice-Hall. Bull, H. (1977). The Anarchical Society: A Study of Order in World Politics, Columbia University Press. Campbell, A. and Alexander. M. (1997). What’s Wrong with Strategy?Chase, W.H. (1977). Public issue management: the new science, Public Relations Journal, Vol. 33 No. 10, pp. 25-6. Cobb, R.W. and Elder, C.D. (1972). Participation in American politics. The dynamics of agenda building. Boston: Allyn & Bacon.Cobb, R.W. and Ross, M.H. (1997). Cultural strategies of agenda denial: avoidance, attack, and redefinition, University Press of Kansas. Donaldson, T. and Preston, L.E. (1995). The stakeholder theory of the corporation: concepts, evidence, and implications, The Academy of Management Review, Vol. 20, No. 1 (Jan., 1995), pp. 65-91.European Commission, Promoting a European framework for corporate social responsibility, Green Paper, COM(2001)366, 18 July 2001: para. 22. Freeman, R.E. and McVea, J. (1984). A stakeholder approach to Strategic Management; Handbook of Strategic Management, Oxford: Blackwell Publishing.Hillman, A. and Keim, G. (1995). International variation in the business-government interface: Institutional and organizational considerations. Academy of Management Review, 20: 193–214. Hillman, A., and Hitt, M. (1999). Corporate political strategy formulation: A model of approach, participation and strategy decisions. Academy of Management Review, 24: 825–842.Hillman, A.J. , Keim, G.D. , Schuler, D. (2004). Corporate Political Activity: A Review and Research Agenda, Journal of Management, 2004 30(6) 837-857.Heath, R.L. (1997). Strategic Issues Management: Organizations and Public Policy Challenges, SAGE Publications. Holtbrügge, D. and Berg, N. (2004). How Multinational Corporations Deal with their Socio-political Stakeholders: An Empirical Study in Asia, Europe, and the US. Jones, B.L. and Chase, W.H. (1979). “Managing public policy issues”, Public Relations Review, Vol. 5 No. 2, pp. 3-23. Lacoste, Y. (1993). Dictionnaire de géopolitique, Paris, Flammarion.Lucea R. and Doh, J. (2012). International strategy for the nonmarket context: stakeholders, issues, networks, and geography, Business and Politics, 14(3): 1-30, 2012. London, M. (1999). Principled leadership and business diplomacy – A practical, values-based direction for management development. Lucas, D. (2012). Les diplomates d’entreprise – Pouvoir, réseaux, influence.Mahon J.F. and Waddock S.A. (1992). Strategic Issues Management: an integration of issue life cycle perspectives, Business and Society, Spring 1992, 31, 1, ABI/INFORM Complete. Mezias, John M. (2002). Identifying liabilities of foreignness and strategies to minimize their effects: case of labor lawsuit judgments in the United States, Strategic Management Journal, Vol. 23(3), 2002, 229-244.Mitchell, R.K. , Agle, B.R. , Wood D.J. (1997). Toward a theory of stakeholder identification and salience: defining the principle of who and what really counts.Mitnick, B.M. (1993). The Strategic Uses of Regulation – and Deregulation, Corporate Political Agenda: the construction of competition in public affairs, ed. 1993. North, D. (1990). Institutions, institutional change, and economic performance. New York: Cambridge University Press. Oomens, M.J.H., and F.A.J. van den Bosch (1999). Strategic Issue Management in Major European-based Companies, Long Range Planning 32 (1): 49-57. Ordeix-Rigo, E. and Duarte, J. (2009). From Public Diplomacy to Corporate Diplomacy: Increasing Corporation’s Legitimacy and Influence, American Behavioral Scientist, 2009 53: 549, SAGE. Peloza, J. and Shang, J. (2011), How can corporate social responsibility activities create value for stakeholders? A systematic review, Academy of Marketing Science, 39, 117-135.Post, J.E. , Preston, L.E , Sachs, S. (2002). Refining the corporation – Stakeholder Management and Organizational Wealth, Stanford Business. Reich, S. (1998). What is Globalization – Four Possible Answers.Robin, D.P. and Reidenbach, R.E. (1987), Social Responsibility, Ethics, and Marketing Strategy: Closing the Gap Between Concept and Application, Journal of Marketing, 51 (January), 44-58.Rozov, N.S. (2012). Geopolitics, Geoeconomics, and Geoculture – The Interrelation of Dynamic Spheres in the History of Russia, Sociological Research, vol. 51, no. 4, July–August 2012, pp. 67–90. Saner, R., Yiu, L. and Sondergaard, M. (2000). Business diplomacy management: A core competency for global companies. Academy of Management Executive, 2000, Vol 14, No1 Saner, R and Yiu, L. (2005) Swiss Executives as Business Diplomats in the New Europe: Evidence from Swiss Pharmaceutical and Agro-Industrial Global Companies. Organizational Dynamics, Vol. 34, No. 3, pp. 298-312, 2005.Sethi, S.P. (1982). Corporate Political Activism, California Management Review, Spring 1982, vol. XXIV, no. 3. Sethi, D. (2007). The impact of geopolitical factors on international business, International Journal of Business Strategy, May 2007, Vol. 7, Source Issue 2.Schmitt, R. (2010). Dealing with Wicked Issues: Open Strategizing and the Camisea Case, J Bus Ethics (2010) 96:11–19.Shuili, Du., Edward T., Vieira Jr. (2012). Striving for Legitimacy Through Corporate Social Responsibility: Insights from Oil Companies, J Bus Ethics (2012) 110:413–427. Smith, R.D. (2002). Strategic Planning for Public Relations, Buffalo State College, Lawrence Erlbaum Associates, Publishers. Starik, M. (1995). Should trees have managerial standing? Toward stakeholder status for non-human nature. Steger, U. (2003). Corporate Diplomacy - The strategy for a Volatile, Fragmented Business Environment. Suchman, M.C. (1995). Managing Legitimacy: Strategic and Institutional approaches, The Academy of Management Review, Vol. 20, No. 3 (Jul., 1995), pp 571-610. Teixeira, A.C. and Dias, M. (2013). The importance of geopolitics in firms’ international location decisions: the Polish case, Communist and Post-Communist Studies, 46 (2013) 79-93. Tombari, H. (1984). Business and Society, (ch. 11), Chicago, Illinois: The Dryden PressVences V. and Orr R.J. (2008). The Camisea gas project: a multi-stakeholder perspective on conflicts and negociation.Wartick S.L. and Mahon J.F. (1994). Toward a Substantive Definition of the Corporate Issue Construct: A review and Synthesis of the Literature. Business and Society, Dec 1994, 33,3 ; ABI/INFORM Complete ; pg. 293. Online sourcesOxford English Dictionary (OED) Official website: http://www.oed.com/ PubAffairs Official website : http://www.publicaffairsnetworking.com Public Relations Society of America (PRSA) Official website : http://www.prsa.org Society of Competitive Intelligence Professionals (SCIP) Official website : http://www.scip.org Word business council for sustainable development Official website: http://www.wbcsd.org zh_TW
