Kulwant Singh
Email Address
bizks@nus.edu.sg
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Publication Guided competition in Singapore's telecommunications industry(1998) Singh, K.; BUSINESS POLICYThis paper focuses on the role of competition, defined broadly to encompass both firm-level and internat ion competition, in the development of telecommunications infrastructure. The context of the paper is Singapore's telecommunications industry. This paper attributes some of the development of Singapore's telecommunications services and infrastructure to actual and potential competition at the market and internation levels. It argues that it is possible to introduce some competitive pressures into a market with few competitors, to ensure close-to-competitive-market outcomes. It also demonstrates the impact of internation competition on within-country telecommunications policies and infrastructure. Finally, the paper discusses how another dimension of internation competition - the transmission of cultural and social values and practices - impacts telecommunications policies.Publication Refining, Reinforcing and Reimagining Universal and Indigenous Theory Development in International Management(2013) Jack, G.; Zhu, Y.; Barney, J.; Brannen, M.Y.; Prichard, C.; Singh, K.; Whetten, D.; STRATEGY AND POLICYThis article addresses a long-established yet still contentious question in international management scholarship-Is it possible and desirable to create a universal theory of management and organization? Scholarship about the boundary conditions of endogenous theory and the need for indigenous theories of management as well as geopolitical changes in the world order have animated this debate. Five leading scholars discussed this topic at a symposium held at the 2009 Academy of Management meeting. This article presents an analysis of their viewpoints. Three key perspectives were identified in the debate: the refining perspective, the reinforcing perspective, and the reimagining perspective. Using excerpts from the symposium transcript, we outline, compare, and critically evaluate the characteristics and significance of each perspective to advancing theory development. The distinctive contribution of this article lies in its meta-theoretical debate about the relationship between theory, context, and power in the production of global management knowledge. © The Author(s) 2013.Publication Increasing replication for knowledge accumulation in strategy research(2003) Singh, K.; Ang, S.H.; Leong, S.M.; MARKETING; BUSINESS POLICYExtensive replication is essential to ensure the reliability and validity of research and for rigorous theory development, particularly for pre-paradigmatic social sciences such as strategy. Yet, relatively few strategy replication studies have been published. We build on recent calls for greater replication by proposing three sets of measures to facilitate knowledge accumulation in strategy via increased replication. We first propose a re-conceptualization of replication studies, to that of the good-enough replication. We then provide a framework to focus replications to improve understanding of the state of different sub-fields and to facilitate their theoretical advancement. Finally, we propose means for promoting and publishing replication research. © 2003 Elsevier Inc. All rights reserved.Publication The strategies and success of government linked corporations in Singapore(1998-02) Singh, Kulwant; Siah, Hwee Ang; STRATEGY AND POLICYPublication Precarious collaboration: Business survival after partners shut down or form new partnerships(1996) Singh, K.; Mitchell, W.; BUSINESS POLICYBusinesses often benefit by forming alliances with other firms but risk becoming dependent on their partners. We discuss two situations in which dependence may create serious problems: first, if a partner shuts down and, second, if a partner forms a relationship with a new partner. We examine collaborative relationships formed by businesses operating in the U.S. hospital software systems industry during the 1961-91 period. We find that businesses faced increased risk of dissolution if they did not form new partnerships after partners shut down or formed collaborative relationships with new partners. The results have implications for developing an evolutionary theory of business strategy and performance. Our approach implies that the performance of a focal business often depends on how the strategies of its business partners evolve over time. An evolutionary theory of strategy must incorporate key characteristics of actions and relationships throughout a web of business partnerships. The dual nature of interfirm relationships, which both help a business survive at one time and inhibit its ability to adapt at another, helps explain why so many successful businesses fail when their environments change.Publication Institutional environments, staffing strategies, and subsidiary performance: Lessons from Japanese MNCs(2005) Gaur, A.S.; Delios, A.; Singh, K.; BUSINESS POLICYWe investigate the issue of overseas subsidiary staffing by parent country nationals (expatriates) in Japanese firms. We adopt institutional perspectives to advance understanding of how the host country environment influences subsidiary staffing strategy, moving beyond traditional cultural distance measures of host country complexity. We propose that firms rely less on parent company nationals in less developed institutional environments for reasons related to subsidiary legitimacy and adaptation to the host environment. Further, we expect the positive influence of expatriate staffing levels on subsidiary performance to be weaker, the more developed the institutional environment. Results based on an analysis of expatriate employment levels in more than 13,015 foreign subsidiaries of 2,952 Japanese firms in 48 countries substantially support our arguments. Our study support the view that institutional theory measures significantly explain subsidiary staffing decisions, and do so more consistently than cultural distance.Publication Survival of businesses using collaborative relationships to commercialize complex goods(1996) Mitchell, W.; Singh, K.; BUSINESS POLICYAuthors with many theoretical and managerial perspectives argue that businesses commercializing technologically complex goods benefit when they collaborate closely with other businesses. Collaboration is viewed as a means for businesses to overcome competency limitations and to achieve the close configuration of components required for complex goods. We predict that collaborative relationships often assist businesses to produce complex goods, but that the relationships might also cause problems for the collaborating businesses. We find that firms using development-oriented and marketing-oriented collaborative relationships in the hospital software systems industry are less likely to shut down than businesses that follow independent approaches when the environment changes gradually, but businesses using collaborative relationships are sometimes susceptible to being acquired by other firms. Following a sudden environmental shock, businesses with collaborative relationships for activities central to the shock became more likely to shut down, while businesses with collaborative relationships for activities outside the focus of the shock became more likely to survive. The study critically evaluates and tests the widely stated but little-tested argument that interfirm collaboration is usually beneficial. The results address the issue of whether organizational choices affect comparative business performance.Publication Failure and flight : the effect of losing a partner on the survival of business commercializing complex goods(1995-04) Kulwant Singh; Mitchell, Will; STRATEGY AND POLICYPublication Entrenched success : the reciprocal relationship between interfirm collaboration and business sales growth(1996-04) WILL MITCHELL; Singh, Kulwant; BUSINESS POLICYPublication Firm restructuring during an economy-wide shock across institutional environments(2012-04) Singh, Kulwant; Ishtiaq P. Mahmood; Zhu, Jinyan; STRATEGY AND POLICY