Introduction: Business Diplomacy

Kesteleyn, Jennifer; Riordan, Shaun; Ruel, Hubertus Johannes Maria

doi:10.1163/1871191x-12341294

Cited by 19 publications

(12 citation statements)

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“…Business diplomacy, in this sense, is an approach based on the mindset of diplomats. Therefore, it is said to occur when businesses engage in diplomacy-related activities such as representation, negotiation, and communication (Kesteleyn et al, 2014). Strange (1992) recognized that there are seemingly unrelated developments in the world of politics and business that have common roots, which have contributed towards a change in the nature of diplomacy.…”

Section: Business Diplomacymentioning

confidence: 99%

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Business diplomacy in practice: A strategic response to global business challenges

Alammar

Pauleen

2022

Journal of General Management

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This paper investigates business diplomacy from the perspective of senior managers and diplomats. In one of the earliest empirical studies, twenty-one official diplomats, CEOs, and business people were interviewed about their perspectives on business diplomacy and its core elements. Data were analyzed using grounded theory. The findings indicate that business diplomacy is a set of multiple integrated qualities concerned with professionally and systematically managing and influencing multiple stakeholders to advance business interests. The findings have led to developing an integrative theory and framework that expands our understanding of business diplomacy. The framework demonstrates the practicability and applicability of business diplomacy in management and business. The study’s implications suggest that businesses incorporate business diplomacy as a strategic tool at the managerial and organizational levels.

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Section: Business Diplomacymentioning

confidence: 99%

“…Business diplomacy 1 can offer a way to overcome these different challenges (Saner and Yiu, 2014). Business diplomacy refers to the adoption of the mindset and skills of diplomacy for businesses (Kesteleyn et al, 2014) and offers businesses the means to:…”

Section: Introductionmentioning

confidence: 99%

Business diplomacy in practice: A strategic response to global business challenges

Alammar

Pauleen

2022

Journal of General Management

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“…Corporate diplomacy is not a new concept, either, if we take into account that Christian A. Herter [18], former managing director of the Department of Government Relations at Socony Mobil (today ExxonMobil), used this term in 1966 when indicating that American corporate diplomacy had two indisputable objectives: "first to establish the kinds of relationships abroad-private, public and governmental-that not only enhance the chance of commercial success but are essential to its achievement; second, and here corporate and political diplomacy are virtually indistinguishable, to build an enduring feeling of good will for the United States, its people, its economic system, its business organizations, its political institutions, and the validity of its culture in a world that daily grows more complex" (Herter, 1966) [18] (p. 409). However, in the past two decades-perhaps as a consequence of the strong internationalization process of companies, derived from the free-market capitalism trends from the 1980s that opened the economies to a rapidly globalized world-there has been increasing interest in corporate diplomacy, with authors such as Strange (2000) [19]; Steger (2003) [20]; Saner and Yiu (2003) [21]; Saner and Yiu (2005) [22]; Watkins (2007) [23]; Ordeix-Rigo (2009) [1]; Asquer (2012) [15]; Kesteleyn and Riordan (2014) [24]; Henisz (2014) [25]; [26]; White (2015) [27]; Westermann-Behaylo et al (2015) [17]; Egea (2016) [28]; Ruël and Wolters (2016) [29]; Mogensen (2017) [30]; Egea, Parra, and Wandosell (2017) [13]; and Bolewski (2018) [31] being sources of its main definitions, objectives and evaluation methods.…”

Section: Literature Review: Defining Corporate Diplomacymentioning

confidence: 99%

Corporate Diplomacy Strategy and Instruments; With a Discussion about “Corporate Diplomacy and Cyclical Dynamics of Open Innovation”

Egea

Parra-Meroño

Wandosell

2020

Journal of Open Innovation: Technology, Market, and Complexity

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This paper delves into the manner in which some Multinational Corporations (MNCs) manage corporate diplomacy as a catalyst of their political, social, and cultural influence in foreign markets. Once the related literature is reviewed, the qualitative Focus Group technique is applied by creating two teams of nine business internationalization experts, chosen amongst university professors; representatives of institutions and organizations, such as Chambers of Commerce or embassies; MNCs’ executives and lobbyists; and high-level representatives of Spanish state diplomacy. This contribution verifies that corporate diplomacy is known and clearly distinguished from other similar functions within the company in Spain; nevertheless, it is admitted that, in the case of Spanish MNCs, the arrival of corporate diplomacy is delayed. Secondly, we present the four key instruments to exert influence and, in turn, the most necessary ones to implement corporate diplomacy strategies: networking with external stakeholders, competitive intelligence, corporate reputation, and lobbying actions. Additionally, this paper shows that some MNCs coexist with other types of diplomacy—e.g., state or political, public and commercial diplomacy, although most do not yet do so autonomously, especially the Spanish MNCs. However, MNCs foster the perception that they assume, in a certain way, the role of the nation-states. This paper’s contribution is to establish that the current cross-border relational framework requires corporations to develop a true foreign policy and acquire a diplomatic know-how to strategically manage their influence in the countries where they operate so that they can obtain a “social license to operate” and generate favorable business environments. Finally, a short discussion about possible connections between corporate diplomacy and cyclical dynamics of open innovation is included, where engagement of external stakeholders and culture understanding are the main points in common identified.

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“…The difference, however, is that the SDG agenda makes this a joint responsibility of public and private stakeholders. The 'public' role of the private sector is already recognized in concepts such as shared value (Porter and Kramer, 2011), corporate social responsibility and responsible business conduct (OECD, 2016), as well as in business diplomacy narratives emphasizing the international agency of companies (Kesteleyn et al, 2014;McEwan et al, 2017;. Firms have the potential to bring a variety of resources and strengths to sustainable development, while becoming active participants in multi-stakeholder diplomacy.…”

Section: Unique Features Of Sdg Partnershipsmentioning

confidence: 99%

SDGs, Foreign Ministries and the Art of Partnering with the Private Sector

Kamphof

Melissen

2018

Global Policy

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Government policies supporting the Sustainable Development Goals (SDGs) and sustainability criteria, as well as commercial goals, aim at an enabling multi‐actor environment. However, they do not prevent friction, lack of mutual understanding and cultural clashes with the private sector. We argue that this relational issue is a considerable and relatively neglected concern, albeit readily recognized by practitioners, and is potentially obstructing the achievement of the United Nations’ 2030 Agenda and the SDGs. It also deserves more scholarly attention. In articulating and discussing public–private relations, in this exploratory project we point to a theoretical challenge that touches on the ontological and epistemological core of international studies. Apart from analysing relevant literatures, we have benefited from varied data collection with input from policy makers, diplomats, business representatives and consulted experts across cultures. Our starting point is that public–private partnerships that are necessary to reach the targets of the UN's 2030 Agenda pose a test for ministries of foreign affairs (MFAs). These new kinds of SDG partnerships differ from early 21st‐century public–private partnerships (PPPs) in the field of development cooperation. Leaving aside risk factors facing companies in our research, we identify three main SDG partnership puzzles for government.

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Introduction: Business Diplomacy

Cited by 19 publications

References 0 publications

Business diplomacy in practice: A strategic response to global business challenges

Business diplomacy in practice: A strategic response to global business challenges

Corporate Diplomacy Strategy and Instruments; With a Discussion about “Corporate Diplomacy and Cyclical Dynamics of Open Innovation”

SDGs, Foreign Ministries and the Art of Partnering with the Private Sector

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