The Internationalization of the Public-Affairs Function in U.S. Multinational Enterprises

Researching the organization and management of international public affairs (IPA) in the then-new multinational enterprises (MNEs) started in the 1960s. At first, IPA studies kept fairly good pace with what was known about the MNEs' nonmarket environments, their structurings, and their processes. After 1980, a disconnect developed in our knowledge of these three interrelated topics. In particular, much of more recent IPA research (a) fails to reflect the true scope, real actors, and organizational location of the IPA function; (b) remains focused on old issues (e.g., the hierarchical relationship between headquarters and subsidiaries); (c) is mired in complex statistical analyses of remote data; (d) uses relevant theories in rather marginal ways; and (e) overlooks the impact on IPA of such important developments as mergers, acquisitions, and divestments. Yet, investigators can stretch their research methodologies and refocus their studies on the organization and management of the two faces of public affairs — offensive and defensive — in the context of new nonmarket threats and opportunities