Tazeeb S. Rajwani
Tazeeb S. Rajwani
Professor of International Business and Strategy, Head of Department at University of Surrey, UK.
Verified email at surrey.ac.uk - Homepage
Cited by
Cited by
Corporate political activity: A literature review and research agenda
T Lawton, S McGuire, T Rajwani
International journal of management reviews 15 (1), 86-105, 2013
Advancing nonmarket strategy research: Institutional perspectives in a changing world
JP Doh, TC Lawton, T Rajwani
Academy of management perspectives 26 (3), 22-39, 2012
Political activity and firm performance within nonmarket research: A review and international comparative assessment
T Rajwani, TA Liedong
Journal of World Business 50 (2), 273-283, 2015
Corporate social responsibility in challenging and non-enabling institutional contexts: Do institutional voids matter?
K Amaeshi, E Adegbite, T Rajwani
Journal of business ethics 134 (1), 135-153, 2016
Solutions to the exploration/exploitation dilemma: Networks as a new level of analysis
C Stadler, T Rajwani, F Karaba
International Journal of Management Reviews 16 (2), 172-193, 2014
The antecedents of political capabilities: A study of ownership, cross-border activity and organization at legacy airlines in a deregulatory context
T Lawton, T Rajwani, J Doh
International Business Review 22 (1), 228-242, 2013
Market entry modes in a multipolar world: Untangling the moderating effect of the political environment
MA De Villa, T Rajwani, T Lawton
International Business Review 24 (3), 419-429, 2015
Aligning for advantage: Competitive strategies for the political and social arenas
TC Lawton, JP Doh, T Rajwani
Oxford University Press, 2014
Designing lobbying capabilities: managerial choices in unpredictable environments
T Lawton, T Rajwani
European Business Review, 2011
The “Voice of Industry”: Why management researchers should pay more attention to trade associations
T Rajwani, T Lawton, N Phillips
Strategic Organization 13 (3), 224-232, 2015
Toward a view of complementarity: trust and policy influence effects of corporate social responsibility and corporate political activity
TA Liedong, A Ghobadian, T Rajwani, N O’Regan
Group & Organization Management 40 (3), 405-427, 2015
The impact of managerial political ties on corporate governance and debt financing: Evidence from Ghana
TA Liedong, T Rajwani
Long Range Planning 51 (5), 666-679, 2018
Reality or illusion? The efficacy of non‐market strategy in institutional risk reduction
TA Liedong, T Rajwani, K Mellahi
British Journal of Management 28 (4), 609-628, 2017
Why trade associations matter: Exploring function, meaning, and influence
TC Lawton, T Rajwani, A Minto
Journal of Management Inquiry 27 (1), 5-9, 2018
Strategic reorientation and business turnaround: the case of global legacy airlines
T Lawton, T Rajwani, C O'Kane
Journal of Strategy and Management, 2011
Why your company may need a chief external officer
JP Doh, TC Lawton, T Rajwani, S Paroutis
Organizational Dynamics 43 (2), 96-104, 2014
To engage or not to engage with host governments: Corporate political activity and host country political risk
MA De Villa, T Rajwani, TC Lawton, K Mellahi
Global Strategy Journal 9 (2), 208-242, 2019
Antecedents and outcomes of political tie intensity: Institutional and strategic fit perspectives
GO White III, S Fainshmidt, T Rajwani
Journal of International Management 24 (1), 1-15, 2018
The Routledge companion to non-market strategy
TC Lawton, TS Rajwani
Routledge, 2015
Embracing and Exploiting Industry Turbulence:: The Strategic Transformation of Aer Lingus
DG Harrington, TC Lawton, T Rajwani
European Management Journal 23 (4), 450-457, 2005
The system can't perform the operation now. Try again later.
Articles 1–20