FDI, governance, and firm performance
Lead Research Organisation:
Aston University
Department Name: Aston Business School
Abstract
Abstracts are not currently available in GtR for all funded research. This is normally because the abstract was not required at the time of proposal submission, but may be because it included sensitive information such as personal details.
Organisations
Publications
Driffield N
(2014)
Institutions and Equity Structure of Foreign Affiliates
in Corporate Governance: An International Review
Driffield N
(2013)
Institutional reforms, productivity and profitability: From rents to competition?
in Journal of Comparative Economics
Bhaumik S
(2009)
Does ownership structure of emerging-market firms affect their outward FDI? The case of the Indian automotive and pharmaceutical sectors
in Journal of International Business Studies
Yang Y
(2011)
Multinationality-Performance Relationship A Meta-analysis
in Management International Review
Driffield N
(2013)
Impact of FDI, ODA and Migrant Remittances on Economic Growth in Developing Countries: A Systems Approach
in The European Journal of Development Research
Bhaumik S
(2011)
Direction of outward FDI of EMNEs: Evidence from the Indian pharmaceutical sector
in Thunderbird International Business Review
Description | Presentation re inward investment to DiT - invited to join the board overseeing FDI |
Impact Types | Economic |
Description | inward investment section of the Heseltine "Greater Birmingham project" |
Geographic Reach | Local/Municipal/Regional |
Policy Influence Type | Implementation circular/rapid advice/letter to e.g. Ministry of Health |
Impact | Inward Investment The local challenge is to sell what we've got, and to build for the future where we fall short. We therefore seek to expand the The PA Consulting research, which therefore went on to explored the 'FDI readiness' of each sector in terms of those sectors which have already attracted significant investment, through to those whereby the industry make-up is predominantly local small enterprises, university spin-outs and entrepreneurial start-ups. Based on this Marketing Birmingham has developed a short to medium term strategy aligned to job creation potential and a focus on those sectors that can create mass employment to alleviate levels of deprivation in a city with unemployment levels far higher than the national average. The research suggests that different sectors fall into one of four sector groupings at different stages of the economic lifecycle relevant to Birmingham city region's competitiveness globally and within the UK in each sector: What does a successful Foreign Direct Investment Strategy look like? Success in attracting inward investment in a competitive world requires a focused approach. A location needs to understand its latent strengths and future growth potential in terms of its industry make-up. A tiered strategy spanning the short to the long term should then act as the base to develop the product, infrastructure, support mechanisms and importantly the value propositions specific to a company or industry that can attract investment based on a tangible commercial benefit. International connectivity is also vital in terms of both the targeted outreach of a city to key markets with an inherent linkage, but also the physical connectivity in terms of international air routes. Finally, the ability to deliver innovative incentives, whether around training, grants or other forms will create a distinct competitive edge for a city, and when landed, a structured process of strategic relationship management to retain and grow the investment is required. |
URL | http://centreofenterprise.com/wp-content/uploads/2013/03/GBSLEP-Report-version_complete.pdf |
Description | Presentation at Department of international trade |
Form Of Engagement Activity | A talk or presentation |
Part Of Official Scheme? | No |
Geographic Reach | International |
Primary Audience | Professional Practitioners |
Results and Impact | I was asked to present a paper that was published from this profit at a Department of International Trade seminar, which included their internal staff, people from OECD and the world bank. I then did a follow up presentation to the world bank. On the back of this i have been asked to ask as an advisor to DIT on inward investment. |
Year(s) Of Engagement Activity | 2020 |