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Business-Government Relations Within a Contingency Theory Framework: Strategy, Structure, Fit, and Performance

Arizona State University, martin.meznar{at}asu.edu

Julius H. Johnson, Jr.

University of Missouri-St. Louis, johnson{at}usml.edu

Using a contingency theory framework, this study examines the relationship between a firm’s business-government relations (BGR) strategy, BGR structure, and BGR performance. Based on previous work, the study hypothesizes that BGR strategy determines, in part, the structure of the public affairs function, as well as the function’s effectiveness. Furthermore, the study contends that an appropriate fit between BGR strategy and BGR structure leads to improved BGR performance. Results indicate that there is a positive association between BGR strategies (buffering and bridging) and BGR performance. There is also a positive association between BGR strategy and BGR formalization (structure). However, the study finds no direct association between BGR structure and performance. Further analysis reveals that it is a fit between a firm’s BGR strategy and BGR structure that leads to improved BGR performance. The associations between strategy, structure, fit, and performance offer empirical support for the relevance of the contingency theory framework to BGR research.

Key Words: business-government relations • contingency theory • political strategies

Business & Society, Vol. 44, No. 2, 119-143 (2005)
DOI: 10.1177/0007650305275305


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