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Creating a public affairs function in countries without a public affairs culture

2011; Wiley; Volume: 12; Issue: 1 Linguagem: Inglês

10.1002/pa.407

1479-1854

Fruzsina M. Harsanyi, Susan Schmidt,

Political Influence and Corporate Strategies

As economies become more international and inter‐related, company executives must pursue corporate objectives in environments very different from their own and often in countries that do not have a public affairs culture. Public affairs, as practiced in developed democratic political and economic systems, presumes a political culture that is generally supportive of business participation in the policy‐making process. In these countries, public affairs tends to be programmatic and issue‐driven, and the rules of the game, which are transparent and predictable, are widely known to all participants. In countries without a public affairs culture, public affairs practitioners face major challenges in how to design and implement a public affairs function that enables them to monitor and manage the external environment that affects the business as well as to respond to internal corporate dynamics. This article offers practical guidance on how to build an effective public affairs function in countries that do not have a public affairs culture. Drawing on their experiences working with international companies in emerging markets, the authors provide a strategic approach to questions that must be asked and to the various tools of Public Affairs that should be deployed to be effective. Copyright © 2011 John Wiley & Sons, Ltd.