Please use this identifier to cite or link to this item: https://doi.org/10.1016/S0969-5931(03)00078-7
DC FieldValue
dc.titlePerformance of foreign direct investment from Singapore
dc.contributor.authorPangarkar, N.
dc.contributor.authorLim, H.
dc.date.accessioned2013-10-09T06:55:46Z
dc.date.available2013-10-09T06:55:46Z
dc.date.issued2003
dc.identifier.citationPangarkar, N.,Lim, H. (2003). Performance of foreign direct investment from Singapore. International Business Review 12 (5) : 601-624. ScholarBank@NUS Repository. <a href="https://doi.org/10.1016/S0969-5931(03)00078-7" target="_blank">https://doi.org/10.1016/S0969-5931(03)00078-7</a>
dc.identifier.issn09695931
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/44385
dc.description.abstractThis study was conducted with two broad aims: to assess the performance levels attained by foreign direct investment (FDI) undertaken by Singapore firms and to identify the key determinants of the performance levels attained. We employed a broad set of perceptual measures, as reported by the MNC parent managers, to assess the performance of foreign subsidiaries. The measures included: stability, profitability, overall success, market share and sales growth. We hypothesized that the performance of (FDI) will be influenced by the following factors: mode of entry, cultural distance, relative size of the subsidiary and host government attitudes. Based on an analysis of 128 responses to a survey, we find that Singapore firms' foreign subsidiaries achieve moderate levels of performance. The data analysis also revealed that FDI performance was positive under the following conditions: the host government attitudes were positive and the subsidiaries were of large size relative to the parent. © 2003 Elsevier Ltd. All rights reserved.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1016/S0969-5931(03)00078-7
dc.sourceScopus
dc.subjectCultural distance
dc.subjectFDI performance
dc.subjectHost government attitudes
dc.subjectMode of entry
dc.subjectSingapore multinationals
dc.subjectStrategy
dc.typeReview
dc.contributor.departmentBUSINESS POLICY
dc.description.doi10.1016/S0969-5931(03)00078-7
dc.description.sourcetitleInternational Business Review
dc.description.volume12
dc.description.issue5
dc.description.page601-624
dc.identifier.isiutNOT_IN_WOS
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