ABSTRACT
This chapter focuses on the strategies firms use when they use their voice to try and mitigate effects of political crises. These firms are those that have high levels of either risk perception or damages, often arising through the experience of being a target of Chinese nationalist activists. Their risk management strategies are tailored for the social responses to business even more than the political responses from the state. The voice strategy aims to transform risk through social engagement activities, often conducted under the rubric of corporate social responsibility (CSR) activities. Japanese firms in China are in essence conducting informal public diplomacy, and even quasi-foreign policy, in order to mitigate the business risk from Japan-China relations.
