University Business Information Technology Annotated Bibliography

This annotated bibliography examines the article "Toward a View of Complementarity: Trust and Policy Influence Effects of Corporate Social Responsibility and Corporate Political Activity" by Liedong et al. (2015). The paper investigates how non-market strategies, specifically Corporate Social Responsibility (CSR) and Corporate Political Activity (CPA), can establish and enhance a firm's competitive advantage. The article emphasizes the role of trust in the relationship between firms and the polity, arguing that CSR and CPA should be aligned to effectively influence government policy. The bibliography analyzes the strengths of the article, such as its detailed exploration of organizational trust and its role in non-market strategies, as well as limitations, including the lack of detailed analysis on the stability between CPA and CSR. It highlights the value of non-market approaches in creating competitive benefits for organizations and the interplay between CSR and CPA in fostering trust and influencing policy.

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BUSINESS INFORMATION TECHNOLOGY
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Annotated Bibliography
Liedong, T.A., Ghobadian, A., Rajwani, T. & O’Regan, N., 2015. Toward a view of
complementarity: trust and policy influence effects of corporate social responsibility and
corporate political activity. Group & Organization Management, 40(3), pp.405-427.
The authors of the article fundamentally evaluated the approaches through which
competent non market strategies tend to establish maintain or develop the competitive
advantages factors of an organisation (Liedong et al. 2015). However what remains in distinctive
is developing mechanisms through which successful non market strategies INR to contribute to
the achievements of the organisation (Cheng, Ioannou & Serafeim 2014). The primary purpose
of the article lies on ceiling light on the significant gap through evaluation of the value and role
of trust that serves a significant role in the accomplishment of non-market strategies along with
the potential synergies existing between the two core elements of non-market strategies namely
CSR (Corporate Social Responsibility) and CPA (Corporate Political Activity) (Liedong et al.
2015). Aspects related to organizational trust and commitment in recent times have been
addressing relations among various actors serving within the firm or among other economic
environment players (Anastasiadis 2014). The article further evaluates monetary exchange
between an organisation and its market actors which often influences the revenue cost and
returns of the organization (Liedong et al. 2015). However have further revealed how factors
related to cause and effect are identified as immensely complex in order to anticipate in the
context of non market strategies. Furthermore no significant rate of attention has been given in
order to attain the insights of whether and the approaches through which modern business
enterprises tend to align both factors related to CSR and CPA (Liedong et al. 2015).

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The major strengths of the paper lied on defining and significantly understanding the facets
of organizational trust. The authors explore the complex areas which tend to emerge while
examining factors related to trust and commitment along with the ambiguity surrounding the
association between trust, challenges and risks (Liedong et al. 2015). However for an
organisation to gain adequate trust must develop a sense of belief and trust among other parties
as well in order to successfully accomplish the expectations. However these forms of
competencies are not considered to be general but remain highly explicit in certain contextual
perspective (Aggarwal, Meschke & Wang 2011). Liedong et al. (2015) further mentions an
example of a drug manufacturing enterprise which can be relied upon for its high efficacy of its
drugs and other medicinal services and due to its pricing or service delivery trustworthiness. The
article further provides a synoptic understanding the way several corporate activities which tend
to emerge in certain social benefits for organizations such as trust, conviction, and legitimacy
and good will (Liedong et al. 2015).
However, the article has been incompetent in providing adequate details in understanding
factors related to the stability between CPA and CSR (Liedong et al. 2015). Though it has
mentioned the limitations and disadvantages of these two non-market strategies but the articles
has not provided adequate information of the way these two non-market strategies exhibit a
tendency to create moderate trust and convention and the way these strategies have been
influential to constricted and low salience regulative issues (Liedong et al. 2015).
The article has fundamentally aided the readers with comprehensive insights of the value
non-markets approaches and strategies can institute, sustain and further improve an
organization’s competitive benefits. It has further analysed the way CSR and CPA performs in

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amalgamation in order to effectively create well-established trust among the organizations and
the polity and the decisive role they play to influence the government’s policies and regulations.

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References
Aggarwal, R. K., Meschke, F., & Wang, T. Y. (2011). Corporate political donations: investment
or agency? Business & Politics, 14(1), 1649–3569.
Anastasiadis, S. 2014. Toward a view of citizenship and lobbying: corporate engagement in the
political process. Business & Society, 53(2), 260–299.
Cheng, B., Ioannou, I., & Serafeim, G. 2014. Corporate social responsibility and access to
finance. Strategic Management Journal, 35(1), 1–23.
Liedong, T.A., Ghobadian, A., Rajwani, T. & O’Regan, N., 2015. Toward a view of
complementarity: trust and policy influence effects of corporate social responsibility and
corporate political activity. Group & Organization Management, 40(3), pp.405-427.