On (Mis-)Conceptions of Culture as a Vehicle of Business Success

Singapore Chinese Investment Strategies after Failing in China

Bibliographic Data

ID12956366
AuthorsHeidi Dahles (0000-0003-1239-1718, Vrije Universiteit Amsterdam, corresponding author)
Year2007
Volume24
Issue2
Pages173-193
Publication date2007-06-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueEast Asia (JOURNAL)
Journal identifiersISSN: 1874-6284 • E-ISSN: 1096-6838
PublisherSpringer Science+Business Media (PUBLISHER • DE)
DOI10.1007/s12140-007-9013-0
OpenAlexW2144170458
LanguageEN
Citations received1
References cited10

The focus of this paper is on the strategies applied by Singapore Chinese businesses upon failing in their China business ventures. It has been argued that both the increase in Singapore ventures into China and the failures are due to either cultural issues (misconceptions of ‘shared ethnicity’) or economic factors (differences in economic practices). Singapore businesspeople apply inclusive strategies combining Western management styles with allegedly Chinese ways of doing business in order to reduce the risk involved with investments across national borders into China. Though largely successful, this strategy entails its own risks. Based on a number of case studies, this paper discusses the diverse business experiences of Singapore Chinese entrepreneurs in China, their response to business failure and their strategies to relocate their transnational business ventures

Business · China · Economic growth · Economics · Ethnic chinese · Ethnic group · Investment (military · Order (exchange · Political science · Public relations · Islamic Finance and Banking Studies · Migration, Ethnicity, and Economy · Socioeconomic Development in Asia · Finance · Marketing

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