
Professor Tazeeb Rajwani
Academic and research departments
Faculty of Arts and Social Sciences, Department of Strategy and International Business.Biography
Tazeeb Rajwani is a Chaired Professor in International Business and Strategy and Head of the Department of Strategy and International Business at Surrey Business School. He was previously Professor of International Business and Strategy, Director of Executive Education, Director of Postgraduate Programmes, member of the Senior Management team and member of the Advisory Board at University of Essex. Prior to joining Essex, he was an Associate Professor (Reader) in Strategic Management, Director of Executive MBA and Director of Creating Strategic Advantage (CSA) Executive Programme at Cranfield School of Management, one of Europe’s leading business schools. He holds or has held visiting faculty positions at London Business School, Kings College London, University of Warwick, University of Oxford, University of Edinburgh, University of Notre Dame, University of Peking (China), Strathmore University (Kenya), ESMT (Germany), University of Anáhuac (Mexico), Royal Holloway (University of London), ALBA (Greece), Hult International Business School (London), American University of Beirut, Swiss Hotel Management School (Switzerland) and University of Nottingham. He has been a Director of Strategy at a high-tech start-up, where he still holds an advisory board position. Prior to these roles he held a management position at KPMG Corporate Finance, where he was an Innovation Champion and member of the Thought Leadership group at KMPG Europe. His unique role at KPMG also included managing large complex projects globally with a particular focus on Corporate Finance.
An awarding winning researcher and leading global authority on geopolitics, he has written over 50 academic papers, books, chapters, reports and white papers on topics of strategic management, political risk, nonmarket strategy, corporate political activity, corporate social responsibility and business model innovation. His work appears in Journal of World Business, Journal of Management Studies, Academy of Management Perspectives, Global Strategy Journal, Strategic Organization, Long Range Planning, Groups & Organizations Management, British Journal of Management, Management International Review, Journal of International Management, Journal of Business Ethics, International Journal of Management Reviews, Organizational Dynamics, Business Horizons, International Business Review and European Management Journal. His research has been reported in the press, including the The Times, Irish Times, BBC, Al Jazeera and Financial Times. He has published a highly acclaimed book contracted by Oxford University Press on 'Aligning for Advantage: Competitive Strategies for the Political and Social Arenas' and a 'Routledge Companion to Non-Market Strategy'. He is the Associate Editor at Journal of International Management (ABS 3*), Associate Editor at Multinational Business Review (ABS 2*), editorial board member of Journal of World Business (ABS 4*), British Journal of Management (ABS 4*), Long Range Planning (ABS 3*), Irish Journal of Management (ABS 1*) and reviews regularly for Journal of Management Studies, Organization Science, Journal of World Business, Strategic Organization, Business and Society, Journal of International Management, Long Range Planning, British Journal of Management, and other leading world class journals. He has also been involved in a £1.2M ESRC grant focused on AI and economic growth.
As a recipient of various teaching awards from highly respected universities, he has gained a broad range of executive teaching experience, e.g. IT, energy, casinos, consumer goods, insurance, automotives, pharmaceuticals, aerospace, banking, hospitality and several government bodies. He has taught and facilitated many discussions with executives from major organisations such as Oracle, KPMG, PwC, IBM, EDF Energy, Royal Sun Alliance, Philips, Saudi Aramco, Qatar Petroleum, HSBC, Coca Cola, Henkel, Jaguar Land Rover, UK Trade and Investment (UKTI), EY, National Bank of Kuwait (NBK), HP, Gulf bank, Co-operative Retail Bank, Telekom Malaysia, South African Airways, Ministry of Defence (MOD), Central Bank of Nigeria, Avon and Somerset Probation Trust, Actavis, Groupe Aeroplan, Stanbic Bank, China Aviation Industry Corporation (AVIC), Nigerian Deposit Insurance Corporation, Rank Group, United Nations (UN), Quadrangle, Cisco Systems and others. He has facilitated senior management and board level workshops and runs executive programs on corporate strategy, strategic leadership and international business in Asia, Europe, the Middle East, Africa and North America.
He has previously studied at the University of Surrey, University of Nottingham, University of Cambridge (Visiting PhD scholar) and has a PhD from Imperial College London. He is also an active member of Strategic Management Society, Academy of International Business and Academy of Management. He is Fellow of Royal Society of Arts (FRSA), Member of World Economic Forum (WEF) Expert Network, Fellow of Higher Education Academy (FHEA) and Fellow of the Chartered Management Institute (FCMI) where he was also board member for their Learning strategy task group (2011-2015).
University roles and responsibilities
- Head of Department of Strategy and International Business
- Member of Senior Management Team
- Chair in International Business and Strategy
- REF Output Review Panel
- Personal/Academic Tutor
My qualifications
Previous roles
Affiliations and memberships
Business, industry and community links
Academic networks
Additional Information:
- Associate Editor for Journal of International Management (ABS 3*).
- Associate Editor for Multinational Business Review (ABS 2*).
- Editorial board member for British Journal of Management (ABS 4*), Journal of World Business (ABS 4*), Long Range Planning (ABS 3*) and Irish Journal of Management (ABS 1*).
- Guest Editor at Journal of Management Studies (ABS 4*).
- Supervising Editor on a special issue at Journal of International Management (ABS 3*).
- Regular reviewer for Journal of Management Studies, Organization Science, British Journal of Management, Journal of World Business, Research Policy, Global Strategy Journal, International Business Review, Strategic Organization, Journal of Business Ethics, Long Range Planning, Journal of Business Research, Journal of International Management, Business & Society, Journal of Product Innovation Management, Management International Review, Asia Pacific Journal of Management and others.
- I have acted as grant referee for the Economic and Social Research Council (ESRC), Leverhulme Trust, Medical Research Council (MRC) and have been external examiner at University of Southampton and Kings College London.
- I have been an external PhD examiner at over 5 leading universities (e.g. Warwick, Edinburgh, Ca'foscari at University of Venice etc).
- REF 2021 cycle - Recent articles include two articles in ABS 4* Journals and thirteen articles in ABS 3* Journals.
- SMS conference - extension organizer at University of Texas, 2017.
- I have advised or taught senior leaders in over 30 countries - some of these major organisations include:
Oracle, KPMG, PwC, IBM, EDF Energy, Royal Sun Alliance, Philips, Saudi Aramco, Qatar Petroleum, HSBC, Coca Cola, Henkel, Jaguar Land Rover, UK Trade and Investment (UKTI), EY, National Bank of Kuwait (NBK), HP, Gulf bank, Co-operative Retail Bank, Telekom Malaysia, South African Airways, Central Bank of Nigeria, Avon and Somerset Probation Trust, Actavis, Groupe Aeroplan, Ministry of Defence (MOD), Stanbic Bank IBTC, China Aviation Industry Corporation (AVIC), BP, Sainsbury, Visa, Orange, Vegpro Group, Copy Cat Group, Nigerian Deposit Insurance Corporation, Rank Group, Simba Corporation, United Nations (UN), Transport for London, London Underground, Quadrangle, Cisco Systems and others.

News
In the media
Research
Research interests
- Corporate Political Activity
- Nonmarket Strategy
- Political Risk Management
- Internationalisation of MNCs and SMEs
- Business Model Innovation
- Emerging Market Multinational Corporations (EMNCs)
I currently welcome applications for PhD students: Support is available: https://www.surrey.ac.uk/fees-and-funding/scholarships-and-bursaries .
Research projects
Guest Editor: Journal of Management Studies, THE MANAGEMENT OF SOCIO-POLITICAL ISSUES AND ENVIRONMENTS: ORGANIZATIONAL AND STRATEGIC PERSPECTIVE JMS
Guest Editor: Multinational Business Review, OPEN FOR BUSINESS IN A CLOSED WORLD: MANAGING MNE NONMARKET STRATEGY IN TIMES OF POPULISM AND GEOPOLITICAL UNCERTAINTY MBR
“Law and Order? The Influence of Perceived Legal Voids on Foreign Subsidiary Political Ties”
"Corruption and Formal Contracting with Government Sponsored Financial Institutions in Volatile Environments: The Role of Political Tie Intensity"
“Doing what comes naturally: Impact of gender diversity on corporate environmental strategy in Emerging economies”
"Environmental Management, Nonmarket Strategy and Firm Performance in Emerging Markets: The case of ISO14001"
"Corporate political activity and firm performance: explicating the moderating effects of internationalisation and diversification"
"Navigating Cross-Border Institutional Complexity: A Review and Assessment of Multinational Nonmarket Strategy"
"The Arab Spring: Exposure to political shocks and building legitimacy through projects for resilience"
Indicators of esteem
Emerald citation award for his highly cited paper on 'Corporate Political Activity'.
- Best paper Awards and Nominations at Academy of Management, Strategic Management Society and Academy of International Business conferences.
- Keynote speaker at various world leading universities (e.g. University of Chicago, LSE, ESADE, Imperial College London, London Business School, Durham, amongst others), thought leadership events (e.g. CEO Summit, Young President Organisation, Oracle E2.0, Entrepreneurs Organization, Mexican Franchise Association, AT Kearney Leadership Summit, Malaysian Human Resource Development Fund, Dubai Chamber of Commerce, UK-India Business Council, Institute of Directors etc) and international conferences (e.g. Academy of Management, Academy of International Business, Strategic Management Society, British Academy of Management, European Academy of Management and European International Business Academy).
- Best reviewer awards at Journal of International Management, Journal of Business Research and many international conferences.
- Nomination of 'Management Book of the Year' Award by CMI.
- Mentor and Advisor at the UK Sirius programme.
- External Reviewer for REF 2021 outputs in the 'Strategy and International Business' field for Warwick Business School.
Additional Information:
- Google Scholar: Tazeeb
- ORCID ID: https://orcid.org/0000-0003-3913-8480
- Scopus ID: 8832417800
- Researchgate: https://www.researchgate.net/profile/Tazeeb_Rajwani
Supervision
Postgraduate research supervision
Professor Rajwani is supervising / has supervised 7 PhD students. This supervision is/has been in the following areas:
- Corporate Political Activity
- Nonmarket Strategy
- Political Risk
- Internationalisation of MNCs and SMEs
- Business Model Innovation
- Emerging Market Multinational Corporations (MNCs)
I currently welcome applications for PhD students with a 2021 start: Support is available at https://www.surrey.ac.uk/fees-and-funding/scholarships-and-bursaries. Please connect with me!
My teaching
Teaching Full Time MBA students, EMBA students, MSc's and PhD students on the following topics:
- Strategic Management
- International Business
Award winning teacher with strong teaching evaluations e.g. recent teaching scores are 4.9/5 on Full-Time MBA and 5/5 on the Executive MBA, 2019/2020.
My publications
Highlights
Selected Publications
- Giachetti, C, Peprah, A, Larsen, M and Rajwani, T (Forthcoming). “How Business Models Evolve in Institutional Voided Environments: The case of Jumia, the Amazon of Africa”, Organization Science. (Conditional Acceptance).
- Lawton, T, Dorobantu, S, Rajwani, T and Sun, P (Forthcoming). “The implications of COVID-19 for Nonmarket Strategy research”, Journal of Management Studies.
- Darendeli, I, Hill, T.L, Rajwani, T and Cheng, Y (2020) “The Arab Spring: Exposure to political shocks and building legitimacy through projects for resilience”, Multinational Business Review.
- Mungai, E, Ndiritu, S and Rajwani, T (2020). “Raising the bar? Top Management Teams, Gender Diversity, and Environmental Sustainability”, Africa Journal of Management. https://doi.org/10.1080/23322373.2020.1830688
- Liedong, T, Rajwani, T and Lawton, T (2020)."Information and Nonmarket Strategy: Conceptualizing the Interrelationship between Big Data and Corporate Political Activity". Technological Forecasting & Social Change. https://doi.org/10.1016/j.techfore.2020.120039
- White, G, Hemphill, T, Rajwani, T and Boddewyn, J (2020). "Does context really matter? The influence of deficient legal services on the intensity of political ties in the regulatory and legal arenas". Multinational Business Review. https://doi.org/10.1108/MBR-05-2019-0046
- Mungai, E, Ndiritu, S and Rajwani, T (2020) “Do voluntary environmental management systems improve Environmental performance? Evidence from waste management by Kenyan firms”, Journal of Cleaner Production. https://doi.org/10.1016/j.jclepro.2020.121636
- Liedong, T, Peprah, A, Amartey, A and Rajwani, T (2020). "Institutional Voids and Firms’ Resource Commitment in Emerging Markets: A Review and Future Research Agenda". Journal of International Management. https://doi.org/10.1016/j.intman.2020.100756
- Liedong, T, Aghanya, D and Rajwani, T (2019). “Corporate Political Strategies in Weak Institutional Environments: A break from conventions”, Journal of Business Ethics. https://doi.org/10.1007/s10551-019-04342-1
- De Villa, M.A, Rajwani, T, Lawton, T and Mellahi (2018) “To engage or not to engage? A study of corporate political activities in emerging markets with high institutional risk”, Global Strategy Journal. https://doi.org/10.1002/gsj.1205
- White, G, Boddewyn, J, Rajwani, T and Hemphill, T (2018). “Political ties and regulator vulnerabilities to political pressure: The moderating effects of regulatory and political distance”, Management International Review. 58(5), pp.743-769
- Liedong, T and Rajwani, T (2017). “The impact of Political Ties on Corporate Governance and Debt Financing: Evidence from Ghana”, Long Range Planning, 51(5), pp. 666-679
- Liedong, T, Rajwani, T and Mellahi, K (2017). “Reality or illusion? The efficacy of nonmarket strategy in institutional risk reduction”, British Journal of Management, 28 (4), pp. 609-628.
- Lawton, T, Rajwani, T and Minto, M (2017). “Why trade associations matter: Exploring function, meaning and influence”, Journal of Management Inquiry, 27 (1), pp. 5-9.
- Lawton, T and Rajwani, T (2017). “Introduction: Revisiting the Roles and Responsibilities of Trade Associations”, Journal of Management Inquiry, 27 (1), pp.3-4.
- White, G, Fainshmidt, S and Rajwani, T (2017). “Antecedents and Outcomes of Political Tie intensity: Institutional and Strategic Fit Perspectives”, Journal of International Management, 24 (1), pp. 1-15.
- Amaeshi, K, Adegbite, E and Rajwani, T (2016). “Corporate social responsibility in developing economies: Do institutional voids matter?” Journal of Business Ethics, 134 (1), pp. 135-153.
- Rajwani, T, Lawton, T and Phillips, N (2015). “The Voice of Industry: Why management researchers should pay attention to Trade Associations”, Strategic Organization, 13 (3), pp. 224-232.
- Rajwani, T and Liedong, T (2015). “Political activity and firm performance within nonmarket research: An international assessment and research agenda’, Journal of World Business, 50 (2), pp. 273-283.
- Andrea De Villa, M, Rajwani, T and Lawton, T (2015). “Market entry modes in a multipolar world: Untangling the moderating effect of the political environment”, International Business Review, 24 (3), pp. 419-429.
- Liedong, T, Ghobadian, A, Rajwani, T and O’Regan, N (2015). “Toward a view of complementarity: Trust and policy influence effects of corporate social responsibility and corporate political activity”, Group and Organization Management, 40 (3) pp. 405-427.
- Doh, J, Lawton, T, Rajwani, T and Paroutis, S (2014). “Why your company may need a Chief External Officer: Upgrading external affairs can help align strategy and improve competitive advantage”, Organizational Dynamics, 43 (2), 96-104.
- Stadler, C, Rajwani, T and Karaba, F (2014). “Solutions to the exploration/exploitation dilemma: Networks as a new level of analysis”. International Journal of Management Reviews, 16 (2), pp 172-193.
- Lawton, T, McGuire, S and Rajwani, T. (2013). “Corporate political activity: A literature review and research agenda”, International Journal of Management Reviews, 15 (1), pp. 86-105.
- Lawton, T, Rajwani, T and Doh, J. (2013). “The antecedents of political capabilities: The study of ownership, cross-border activity and organization at legacy airlines in a deregulatory context”, International Business Review, 22 (1), pp. 228-242.
- Doh, J, Lawton, T and Rajwani, T (2012). “Advancing nonmarket strategy research: institutional perspectives in a changing world” for Academy of Management Perspectives Journal, 26 (3), pp.22-39.
- Lawton, T, Rajwani, T and Reinmoeller, P (2012). “Rethinking survival instincts: Natural coping strategies for hostile environments”, Business Horizons, 55 (1), pp. 81-91.
- Lawton, T and Rajwani, T (2011), “Designing lobbying capabilities: Managerial choices in unpredictable environments”, European Business Review, Vol. 23, No. 2, pp. 167-189.
- Harrington, D, Lawton, T.C and Rajwani, T (2005). “Embracing and exploiting industry turbulence: The strategic transformation of Aer Lingus”, European Management Journal, 23 (4), pp.450-457.
Books Published
- “The Routledge Companion to Non-Market Strategy”, Co-edited with Thomas Lawton, Routledge Press, 2015.
- “Aligning for Advantage: competitive strategies for the political and social arenas”, With Thomas Lawton and Jonathon Doh, Oxford University Press, 2014.
Book Chapters
- Doh, J.D, Rajwani, T and Lawton, T (2018). ”An uncomfortable relationship: Nongovernmental organizations, trade associations, and the development of industry self-regulation”. In The Routledge Handbook of NGOs and International Relations, edited by Davies, T. Routledge Press.
- Lawton, T and Rajwani, T (2015). “Where next for non-market strategy?”. In The Routledge Companion to Non-Market Strategy, edited by Lawton, T and Rajwani, T. Routledge Press.
- John, A., Rajwani, T and Lawton, T (2015). “Corporate Political Activity”. In The Routledge Companion to Non-Market Strategy, edited by Lawton, T and Rajwani, T. Routledge Press.
- Harrington, D, Lawton, T and Rajwani, T (2007). “Embracing and Exploiting Industry Turbulence: The Strategic Transformation of Aer Lingus”. In Strategic Management in Aviation, edited by Thomas C. Lawton, Ashgate Publishing.
- Harrington, D, Lawton, T and Rajwani, T. (2005). “Aer Lingus”. In “Cases in Irish Entrepreneurship”, edited by Thomas M. Cooney, Blackhall Publishing.
Publications
Research summary: We analyze how a host market?s institutional context can influence an MNE?s senior management?s choice and deployment of corporate political activity (CPA). First, we argue that a non-engaged approach to CPA is likely to be chosen when senior management perceives high host-country political risk, arising not only from host-country political institutions, but also from the distance between home and host-government relations. Second, we propose that the deployment of this approach can require active adaptation through four political strategies: low-visibility, ensuring a minimal degree of general attention from other actors; rapid-compliance, entailing high speed actions to obey the rules; reconfiguration, involving re-arranging the MNE?s structure and processes for competitiveness; and anticipation, implying the prediction of public policy and analysis of interest groups to anticipate responses.
Managerial summary: Senior managers of multinational enterprises (MNEs) often examine when and how to engage, or not to engage, with host governments. We argue that senior managers are likely to choose to evade engagement with a host government when they perceive high host-country political risk, not only through public political risk ratings, but also via their home and host-government relations. We show that this choice can require senior managers to lead active adaptation through four strategies: low-visibility, enabling the MNE to operate under the radar of host governments; rapid-compliance, entailing high speed actions to obey the rules; reconfiguration, involving re-arranging the MNE?s structure and processes for competitiveness; and anticipation, implying the prediction of public policy and analysis of interest groups to anticipate responses.
Purpose
The purpose of this paper is to explore how, in unpredictable policy environments, specific managerial choices play a vital role in designing lobbying capabilities through the choice of levels of investment in human capital, network relationships and structural modification.
Design/methodology/approach
Using an inductive case study approach, data were collected through 42 in?depth, semi?structured interviews and documented archival data. Cross?case pattern sequencing was used to construct an interpretive model of lobbying capability design. Data were framed by the dynamic resource?based theory of the firm.
Findings
Heterogeneous lobbying capabilities are adapted differently in private and state?owned airlines as a result of diverse ownership structures and time compositions that interplay with organizational processes. The result is a divergence between private? and state?owned airlines in how they engage with governmental actors and policies.
Research limitations/implications
The paper contributes to ongoing discourse in and between the dynamic capabilities and corporate political activity literatures, particularly on how state/non?state?owned airlines design their political lobbying capabilities. The research is limited in so far as it only studies the European airline industry.
Originality/value
The paper illustrates how a specific and far?reaching unanticipated external policy stimulus (the 9/11 terrorist attacks) impacted on management choices for lobbying design in the European airline industry.
Takes a strategic management approach to a company's engagement with political, regulatory and social arenas and interests
Develops a conceptual framework and managerial process for designing and delivering successful nonmarket strategies
Compares and synthesizes nonmarket strategy best practices in a variety of company and country contexts.
Advances an argument and logic for aligning nonmarket and market strategies to deliver competitive advantage
Argues that regulatory and responsibility departments in companies should be functionally integrated and managerially elevated to ensure that the nonmarket environment is engaged at a strategic level in business organizations
Additional publications
Teaching Case
- 'AirAsia and The Tune Group', Case Centre, reference no. 314-129-1
Conference presentations and papers
- Rajwani, T and Liedong, T (2019). “Should Business and Politics Mix? Judging the Ethicality of Corporate Political Activity”, Strategic Management Society, Minneapolis.
- Giachetti, C, Pepra, A, Larsen, M and Rajwani, T (2019). “Filling Institutional Voids in Developing Countries through Business Model Imitation and Innovation”, Academy of Management Conference, Boston.
- Rajwani, T, Liedong, T and Sadat, S (2019). “Outcomes of Government Entrepreneurship Support Programs for Innovation Driven Entrepreneurship”, Academy of Management Conference, Boston.
- White, G, Hemphill, T, Rajwani, T and Boddewyn, J (2019). “Law and Order? The Influence of Perceived Legal Voids on Foreign Subsidiary Political Ties”, Academy of International Business, Copenhagen.
- White, G, Chintakananda, A, Rajwani, T(2019). “Corruption and formal contracting with government-sponsored financial institutions: The role of political tie intensity”, AIB US-NE 2019 annual conference, University of Rutgers, New Jersey.
- White, G, Chintakananda, A, Rajwani, T and Tangdenchai, C (2019). "Corruption and Formal Contracting with Government Sponsored Financial Institutions in Volatile Environments: The Role of Political Tie Intensity", Academy of International Business, Copenhagen.
- Cheng, Y, Rajwani, T, Sun, P (2019). “How do political ties impact on Mergers and Aqusitions: A study of ownership effect on deal duration”, International Corporate Governance Society Annual Conference, University of Essex, Essex
- Panel member at AIB (2019). “MNE Nonmarket Strategy in Turbulent Times: Enhancing Competitiveness and Sustainability through CPA and CSR”, Academy of International Business, Copenhagen.
- Panel member at AIB (2019). “Managing Socio-Political risks”, Academy of International Business – UK Chapter, Sussex.
- Panel member at AIB (2019). “MNE Nonmarket Strategy in Turbulent Times: Enhancing Competitiveness and Sustainability through CPA and CSR”, Academy of International Business, Copenhagen.
- Panel member at AIB (2019). “Managing Socio-Political risks”, Academy of International Business – UK Chapter, Sussex.
- Andrea, M.A and Rajwani, T (2018). “Developing adaptive political capabilities: Learning to evade engagement with Host governments from EMNEs”, Strategic Management Society, Paris.
- Liedong, T and Rajwani, T (2018). “Managerial Ties, Corporate governance and credit rationing: Evidence from Ghana”, Strategic Management Society, Paris
- Darendeli, I, Hill, T, Rajwani, T and Cheng, Y (2018). “Building Social Legitimacy Through Public Works - Arab Spring”, Academy of Management Conference, Chicago.
- Andrea, M.A, Rajwani, T and Lawton, T (2018). Evading engagement with host governments: The development of adaptive political capabilities, Academy of Management Conference, Chicago.
- Andrea, M.A, Rajwani, T and Lawton, T (2018). Evading engagement with host governments: The development of adaptive political capabilities, Global Strategy and Emerging Markets Conference, University of Miami.
- White, G, Hemphill, T, Rajwani, T and Boddewyn, J (2018). “Political Tie Intensity and Foreign Subsidiary Performance: A Regulatory Contingency Perspective”, Academy of International Business, Minneapolis.
- Panel member at SMS symposium (2017). “Managing External Stakeholder Relationships: Nonmarket processes and practices as enhancers of firm competitiveness”, Strategic Management Society, Houston.
- Darendeli, I, Hill, T, Rajwani, T and Cheng, Y (2017). “Exposure to political shocks and building legitimacy through projects for resilience”, Strategic Management Society, Houston.
- Liedong, T and Rajwani, T (2017). “Mediation in the link between political ties and cost of debt in Ghana: An agency perspective”, Academy of Management Conference, Atlanta.
- Panel member at AOM symposium (2017). “Aligning CPA and CSR: Enhancing competitiveness through Nonmarket Processes and Practices”, Academy of Management Conference, Atlanta.
- Rajwani, T and Lawton, T (2017). “Building Collective Influence: A Framework for Understanding the Mechanisms in Trade Associations”, Academy of International Business, Dubai.
- Andrea, M.A, Rajwani, T and Lawton, T (2017). “A Non-Engaged Approach to MNE Corporate Political Activity: Developing Adaptive Political Capabilities”, Academy of International Business, Dubai.
- Cheng, Y, Rajwani, T and Pilbeam, C (2017). “Corporate Political Activity in Mergers and Acquisitions: A Review of the literature”, British Academy of Management, Warwick.
- Shirodkar, V, Rajwani, T, Stadler, C, Hautz, J and Mayer, M (2016). “Corporate Political Activity And Firm Performance: Explicating The Moderating Effects Of Product And International Diversification”, Strategic Management Society, Berlin.
- John, A, Garcia-Garcia, R, Lawton, T and Rajwani, T (2016). “A Dual Processing Approach to Sensemaking in Nonmarket Environment”, Strategic Management Society, Berlin.
- Andrea, M.A and Rajwani, T (2016). “Developing adaptive political capabilities for difficult political host markets”, Academy of Management Conference, Anaheim.
- Rajwani, T and Minto, A (2016). “Trade Associations: Role, Voice, Strategy”, Symposium at Academy of Management Conference, Anaheim.
- White, G, Rajwani, T and Hemphill, T (2016). “Perceived Legal System Voids and Wholly Owned Foreign Subsidiary Performance in Southeast Asia”, Academy of International Business, New Orleans.
- Garcia-Garcia, R, John, A, Lawton, T and Rajwani T (2016). “Socio-Political Sensemaking: A dual processing approach, British Academy of Management Conference, Newcastle.
- Liedong, T, Rajwani, T and White, G (2015). “The contingent value of managerial political ties in sub-Saharan Africa: A study of Ghana”, Strategic Management Society, Denver.
- Rajwani, T, Invited Panel Member on the “Exploring Nonmarket Strategy Practices” (2015), Strategic Management Society, Denver.
- Liedong, T, Rajwani, T and White, G (2015). “The contingent value of managerial political ties in private debt financing: Evidence from Ghana”, Academy of Management, Vancouver.
- White, G, Rajwani, T and Hemphill, T (2015). “Political tie intensity and regulator vulnerabilities to government interference: The moderating effects of regulatory and political distance”, Academy of Management, Vancouver.
- Rajwani, T, Invited Panel Member on “Future of Nonmarket Strategy” (2014), Strategic Management Society, Madrid.
- White, G, Rajwani, T and Hemphill, T (2014). “Political ties and regulator vulnerabilities to political pressure: The moderating effects of regulatory and political distance”, Academy of International Business, Vancouver.
- White, G, Fainshmidt, S, Rajwani, T and Galang, R (2014). “Political network intensity fit and strategic performance: Evidence from wholly owned foreign subsidiaries in a volatile environment”, Academy of International Business, Vancouver.
- De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business, Vancouver.
- De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business (UK Chapter), York.
- De Villa, A. M, Rajwani, T, Lawton, T and Mellahi, K (2014). A taxonomy of adaptive political strategies: Managing host political contexts in emerging economies, Academy of International Business (Latin America Chapter), Medellin.
- Rajwani, T and De Villa, A. M (2013). “Adaptive strategies: An empirical study into reactive corporate political activity”, Strategic Management Society, Atlanta.
- White, G, Fainshmidt, S, Rajwani, T and Galang, R (2013). “Foreign subsidiary political network intensity, strategic fit, and satisfaction with performance in a volatile emerging market environment”, Academy of Management Conference, Orlando.
- Rajwani, T and Paroutis, S (2013) “Institutional conditions and political capabilities: An examination of airlines reactions to 9/11, Academy of Management Conference, Orlando.
- Rajwani, T, Lawton, T and Phillips, N (2013). “Exploring Trade Associations: A framework for understanding activity and influence. Academy of Management Conference, Orlando.
- Lawton, T, Rajwani, T, McGuire, S and Lindeque, J (2013). “Non-market strategies and industry characteristics,” British Academy of Management Conference, Liverpool.
- Lawton, T, Rajwani, T, McGuire, S and Lindeque, J (2012). “Non-market strategies in the early 21st Century: Explicating corporate political activities across different industries,” European Academy of International Business, Brighton.
- Rajwani, T and Paroutis, S (2012). “Institutional effects on developing political capabilities: A study of European Airlines during 9/11”, Strategic Management Society conference, Prague.
- Rajwani, T, Lawton, T, McGuire, S and Lindeque, J (2012). “Non-market strategies in the early 21st Century: Explicating corporate political activities across different industries,” Academy of International Business, Washington.
- Rajwani, Amaeshi, K and Emmanuel Adegbite (2012) “Corporate Social Responsibility in developing economies: Do institutional voids matter?” International Centre of Corporate Social Responsibility Conference, Nottingham University, Nottingham.
- Rajwani, Amaeshi, K and Emmanuel Adegbite (2012) “Corporate Social Responsibility in developing economies: Do institutional voids matter?” Academy of International Business, Liverpool.
- Rajwani, T, Lawton, T and Lanuza, I (2011). “Institutional effects during international expansion: An integrative model of value erosion”, Strategic Management Society conference, Miami.
- Rajwani, T, Maguire, S and Lindeque, J (2011), “Firms and international regimes: Towards a framework for understanding transnational corporate political activity, British Academy of Management, Aston.
- Rajwani, T, Lawton, T and Phillips, N (2011). “The Influence of trade associations: Towards a framework for understanding activities and impact”, European Academy of Management, Tallinn.
- Rajwani, T, De Villa Correa, M and Lawton, T (2011) “Managerial perceptions and crisis management: Adapting strategic responses at four Colombian organizations”, Strategic Management in Latin American Conference, Bogota.
- Rajwani, T and Rompas, S (2010). “What drives valuable resources to lose their Value? The concept of value erosion”, Strategic Management Society conference, Rome.
- Ramdani, B and Rajwani, T (2010). “Embracing Enterprise 2.0: Moving towards accelerated business models”, International Business Information Management Conference, Istanbul.
- Rajwani, T and Lawton, T (2009). “Strategy, structure and performance in trade associations: An implicit configuration framework for co-ordinating influence”, Strategic Management Society conference, Washington DC.
- Rajwani, T and Lawton, T (2009). “Developing and exercising political capabilities: A case of European Airlines”, Academy of Management Conference, Chicago.
- Rajwani, T and Lawton, T (2008). “Contextual connectedness and management attention: Explicating lobbying in a predicable policy context”, Strategic Management Society, Cologne.
- Rajwani, T and Lawton, T.C (2007). “Unbundling lobbying capability: Non-Market strategy development in an exogenous policy context”, Strategic Management Society, San Diego.
- Rajwani, T and Lawton, T (2007). “Unbundling the development of a lobbying capability in an exogenous policy context: 2000-2005”, Academy of Management conference, Philadelphia.
- Rajwani, T and Lawton, T.C (2007). “Lobbying building post 9/11: The influence of European flag carrier airlines on the policy making process”, Academy of International Business conference (UK and Ireland Chapter), Kings College London.
- Rajwani, T and Lawton, T.C (2006). “Micro foundations in lobbying capability development: A case of European flag carrier airlines in an exogenous policy context, European International Business Academy Conference, University of Fribourg, Switzerland.
- Rajwani, T, Lawton, T.C (2006) “Developing a lobbying process as a strategic capability: A case of European flag carrier airlines in contrasting policy contexts, European Academy of Management Conference, BI Norwegian School of Management, Oslo.
- Rajwani, T, Lawton, T.C (2006). “Developing a lobbying process as a strategic capability: A case of European flag carrier airlines in contrasting policy contexts, European Doctoral Research Conference, Imperial College, London.
- Rajwani, T (2005). “Strategy Process and the development of political capabilities: A study of European long haul airlines in two risk contexts”. European Doctoral Research Conference, Imperial College, London.
- Rajwani, T, Lawton, T.C & Harrington, D (2004). “Back from the brink: Entrepreneurial leadership and strategic transformation at Aer Lingus”. Irish Academy of Management Conference, Trinity College, Dublin