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THE IMPACT OF BRIBERY ON FOREIGN DIRECT INVESTMENT: THE EVIDENCE FROM CHINA AND INDIA
Rajib Sanyal,Subarna Samanta People&Global Business Association 2007 Global Business and Finance Review Vol.12 No.2
This paper examines the relationship between rate of economic growth. inward foreign direct investment, and perceived level of corruption in China and India. It seems that corruption (in the form of bribe taking) in India is significantly higher than in ('hina and that does appear to have influenced its rate of economic growth adversely. With regard to foreign direct investment inflows, corruption is not a significant factor in either China or India. It is suggested that economic liberalization and attendant policies are driving growth in these two countries and foreign investors give greater weight to business opportunities, rather than prevalence of bribery, in deciding where to invest.
Relationship between Perceived Bribery and Economic Growth: An Empirical Analysis
Subarna Samanta,Rajib Sanyal People&Global Business Association 2009 Global Business and Finance Review Vol.14 No.2
Examining measures of bribe taking and the real gross domestic product (GDP) of 26 countries over a twelve year period, it appears that higher incidences of bribery do adversely affect the rate of economic growth of nations. However, the rate of growth of real GDP does not have a similarly strong impact on reducing bribery levels. Furthermore, for individual countries, the relationship between these two variables varies considerably, indicating that country-specific factors explain both the prevalence of bribery and the pace of economic growth.
EQUITY OWNERSHIP PATTERNS AND IMPACT ON OPERATIONS: EVIDENCE FROM U.S. FIRMS IN CHINA
Turgut Guvenli,Rajib Sanyal People&Global Business Association 2002 Global Business and Finance Review Vol.7 No.2
This study examines how variations in equity ownership among U.S. firms in China translate into actual organizational practices and experiences. Four levels of equity ownership-minority, equal, majority, and wholly foreign owned-are tested against three sets of variables-finance. government relations, and human resource management. There is no clear-cut advantage for one level of equity ownership over another. On some issues, wholly owned firms appear to enjoy certain freedoms and advantages while on other issues, there are benefits to being a minority or equal partner, or a majority owner in a joint venture. Majority and wholly owned ventures are able to introduce distinct human resource practices in their Chinese operations but are less likely to develop good relationships with the Chinese government and bureaucracy. Joint ventures are more likely to exhibit patterns typical of Chinese enterprises and less able to resist meddling by government authorities. Consequently, firms contemplating entry into China would have to examine their own unique circumstances and industry specific factors to determine whether they should form a minority, equal, majority or wholly owned enterprise.