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Rutgers-Camden School of Business

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Faculty Profile – Dr. Deeksha Singh

Deeksha-Sing-6.22.2016Deeksha Singh, Ph. D.

Assistant Professor of Strategy, International Business, and Entrepreneurship

Office Number: BSB 261
Phone Number: 856-225-6873
CV: Click Here (PDF)

Ph. D., National University of Singapore

Dr. Singh’s work focuses on the theme of strategy-environment fit, within an institutional theoretical framework. Using institutional theory as the main theoretical lens, Dr. Singh has examined issues in the broad domains of corporate governance, firms’ growth strategies, and firm performance in different institutional contexts. Additionally, Dr. Singh has also examined internationalization of emerging market firms, and the importance of host market institutions for foreign subsidiary management. Dr. Singh has published in leading international business journals such as Journal of World BusinessManagement International ReviewJournal of International ManagementInternational Business Review and Corporate Governance: An International Review amongst others.

Research Interests:

  • International Business: Firm Internationalization; Entry Mode; Ownership Strategies; Foreign Subsidiary Performance
  • Strategy: Corporate Governance; Business Groups; Innovation in Emerging Market Firms

Courses Taught: Multinational Business; Business Policy

Professional Activities, Honors & Awards:

  • 2016: Visiting Scholar, University of Sydney
  • 2014: Douglas Nigh Best Paper Award, IM Division, Academy of Management
  • 2014: AIB/Temple Best Paper Award, Academy of International Business
  • 2013: International Journal of Emerging Markets Highly Commendable Paper Award, Emerald Literati Network
  • 2012: Best Conference Paper Honorable Mention award, Academy of International Business
  • 2012: Best Paper in Developing Country Multinationals track, Academy of International Business

Representative Publications:

Journal Articles

  • Gaur, S. S., Bathula, H. & Singh, D. 2015. Ownership concentration, board characteristics and firm performance: A contingency framework. Management Decision, 53(5): 911-931
  • Pattnaik, C., Choe, S. & Singh, D. 2015. Impact of host country institutional context on subsidiary performance. Management Decision, 53(1): 198-220
  • Gaur A. S., Kumar, V. & Singh, D. (equal authorship) 2014. Resources, institutions and internationalization process of emerging economy firms. Journal of World Business, 49(1): 12-20
  • Singh, D., & Gaur, A. S. 2013. Governance structure, innovation and internationalization: Evidence from India. Journal of International Management, 19(3): 300-309
  • Singh, D. 2012. Emerging economies and multinational corporations: An institutional approach to subsidiary management. International Journal of Emerging Markets, 7(4): 397-410
  • Singh, D., Gaur, S. S., & Bathula, H. 2011. An eclectic framework for small firm internationalization: A practitioner’s perspective. Journal of International Education and Business, 2(1), 55-76
  • Singh, D., Gaur, A. S., & Schmid, F. 2010. Corporate diversification, TMT experience and performance: evidence from German SMEs. Management International Review, 50 (1): 35-56
  • Singh, D., & Gaur, A. S. 2009. Business group affiliation, firm governance and firm performance: Evidence from China and India. Corporate Governance: An International Review, 17 (4): 411-425
  • Singh, D. 2009. Export performance of emerging market firms. International Business Review, 18 (4): 321-330

Conference Best Paper Proceedings

  • Yang, Y. & Singh, D. 2014. Foreign subsidiary location strategy and financial performance: A global value chain perspective. Academy of Management Best Paper Proceedings, 2014