Dr. Deeksha Singh

Associate Professor

Office: BSB 261

Phone: (856) 225-6873

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

  • Nuruzzaman, N., Singh, D., & Gaur, A. S. 2020. Institutional support and hazards, and internationalization of emerging market firms. Global Strategy Journalhttps://doi.org/10.1002/gsj.1365.
  • Kumar, V., Singh, D., Purkayastha, A., Popli, M., & Gaur, A. S. 2020. Springboard internationalization by emerging market firms: Speed of first cross-border acquisition. Journal of International Business Studies, https://doi-org.proxy.libraries.rutgers.edu/10.1057/s41267-019-00266-0.
  • Gaur, A. S., Pattnaik, C., Lee, J. Y., & Singh, D. 2019. Internalization advantage and subsidiary performance: The role of business group affiliation and host country characteristics. Journal of International Business Studies, 50(8): 1253-1282.
  • Cuervo-Cazzura, A., Gaur, A. S. & Singh, D. 2019. Pro-market institutions and global strategy: The pendulum of pro-market reforms and reversals. Journal of International
    Business Studies, 50(4): 598-632.
  • Singh, D., Pattnaik, C., Lee, J. Y., & Gaur, A. S. 2019. Subsidiary staffing, cultural friction and subsidiary performance: Evidence from Korean subsidiaries in 63 countries. Human Resource Management, 58(2): 219-234, https://doi.org/10.1002/hrm.21947.
  • Nuruzzaman, N., & Singh, D. 2018. Exchange characteristics, capability upgrading, and innovation performance: Evidence from Latin America, Journal of Knowledge Management, 23(9): 1747-1763, https://doi.org/10.1108/JKM-07-2018-0447.
  • Nuruzzaman, N., Singh, D., & Pattnaik, C. 2018. Competing to be innovative: Impact of foreign competition on imitative innovation of emerging economy firms, International Business Review, 28(5): 101490, https://doi.org/10.1016/j.ibusrev.2018.03.005.
  • Singh, D., Pattnaik, C., Gaur, A. S., & Ketencioglu, E. 2018. Corporate expansion during pro-market reforms in emerging markets: The contingent value of group affiliation and diversification, Journal
    of Business Research, 82: 220-229.
  • Singh, D. & Delios, A. 2017. Corporate governance, board networks and growth strategies. Journal of World Business, 52(5): 615-627.
  • Gaur, S. S., Bathula, H. & Singh, D. 2015. Ownership concentration, board characteristics and firm performance: A contingency framework. Management Decision53(5): 911-931
  • Pattnaik, C., Choe, S. & Singh, D. 2015. Impact of host country institutional context on subsidiary performance. Management Decision53(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 Business49(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 Review18 (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

Scroll to Top

BLDP Shadowing Days Application

After being notified of a match, students are responsible for providing personal information to the matched executive (e.g., current resume and cover letter with information on career ambitions). The information on this application is for internal use only, for us to match you as well as possible with and executive from among our alumni database.

BLDP Application

The Fall 2020 Application is now open! 

Priority will be given to applications received by Monday, May 25, 2020. Applications are accepted until all seats are filled.

The seminar application process is our gateway for entry into the program. Upon acceptance into BLDP, students will be emailed their acceptance letter plus a special permission number allowing registration for the BLDP seminar.

Requirements

Seminar applications are solicited each semester and require

  1. completed application form (submitted online and found elsewhere on this website),
  2. a personal essay, and
  3. two letters of recommendation (one academic; one other).

Rutgers-Camden students are invited to apply to apply for enrollment in the BLDP seminar. All applicants are expected to meet both of the following selection criteria:  Have sophomore standing or above and have an overall GPA of 3.0 or above. First-semester transfer students will be evaluated based on their GPA earned at Rutgers. Students who fail to meet these admission criteria may still be allowed to apply for (and possibly enroll in) the BLDP seminar, but they will be evaluated on a case-by-case basis.

The director balances evaluations to make final decisions on people accepted for the seminar (up to a maximum of 15-20 each semester).

Students who are admitted to the BDLP are rquired to adopt the BLDP Code of Conduct. A signed contract is required from each student.

Students may count activities toward “leadership units” that were initiated prior to taking a seminar, as long as those activities occur primarily during their enrollment in their academic program.

Application for Admission to BLDP Seminar

Applications For BLDP Seminar will be ongoing until class is filled.

  • * Indicates a required field.

  • Contact Information

  • Academic Information

  • Please enter a number from 0 to 500.
  • Transfer students only.
  • Employment Information

  • List relevant employment history

  • EmployerPositionDates of Employment 
  • School Leadership Information

  • Provide evidence of leadership initiative while enrolled in school by listing all school-based organizations and activities in which you have held a leadership role while a student.

  • OrganizationRoleDates 
  • Community Leadership Information

  • Provide a list of community or volunteer activities in which you engaged in a leadership role.

  • OrganizationRoleDates of Activity 
  • Essay

  • Please write a short essay between 150 to 350 words, in which you discuss the reasons why your application should be considered for the Business Leader Development Program, including what you hope to gain from the program and what you can contribute.

  • Additional Submission Instructions

  • For your application to be complete, this form and TWO REFERENCE LETTERS must be on file in the Director's office. Ideally, you will receive one letter from an academic source (e.g., a former or current instructor), and one from a business source (e.g., a former employer - even if for a part-time or volunteer position). Your letter writers should mail them directly to: Dr. Carol Kaufman-Scarborough, BLDP Director, Rutgers University, School of Business, 227 Penn Street, Camden, NJ 08102 or email the letters to ckaufman@camden.rutgers.edu.

    Please only submit one application. If you experience any technical problems or need to submit the application again, please contact ldrshp@camden.rutgers.edu.

    Thank you.

  • This field is for validation purposes and should be left unchanged.