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 of Singapore ventures into China and the failures are due to either cultural issues (misinterpretation of ‘shared ethnicity’) or economic factors (differences in economic practices). Singapore businessmen apply inclusive strategies combining Western management styles with 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 10 case studies, this paper discusses the ways in which Singapore Chinese entrepreneurs respond upon failing in China and the strategies they develop to re-find their comfort zone for transnational business ventures.
|Place of Publication||Frederiksberg|
|Publisher||Asia Research Centre. Copenhagen Business School|
|Number of pages||30|
|Publication status||Published - May 2006|
|Series||Copenhagen Discussion Papers|
Bibliographical notePaper presented at the inaugural international workshop ‘ChinaWorld’ on 10-11 March 2006 at Asia Research Centre, Copenhagen Business School.
- Business strategies
Dahles, H. (2006). ´Chineseness´ as a Competitive Disadvantage: Singapore Chinese Business Strategies after Failing in China. Asia Research Centre. Copenhagen Business School. Copenhagen Discussion Papers, No. 11