Managing socio-political risk at the subnational level: Lessons from MNE subsidiaries in Indonesia
通过印度尼西亚四个案例研究，揭示了跨国企业如何与次国家级层面的意见领袖、政府官员和社区保持积极关系，以管理社会政治风险并确保成功。
Within emerging markets, institutional conditions vary significantly at both the country and subnational levels. Although the extant literature recognises the types of risk faced by multinational enterprises (MNEs) in emerging markets, it has hitherto paid scarce attention to explaining how MNEs manage such risk at the subnational level. Reporting on four case studies from Indonesia, we outline how MNEs ensure their success by maintaining active relationships with a variety of non-market actors—including opinion leaders, government officials, and communities at the subnational level. In our study, we developed a conceptual framework, showcasing how MNEs can manage socio-political risk within heterogeneous institutional settings.