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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 in Singapore ventures into China and the failures are due to either cultural issues (misconceptions of ‘shared ethnicity’) or economic factors (differences in economic practices). Singapore businesspeople apply inclusive strategies combining Western management styles with allegedly 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 a number of case studies, this paper discusses the diverse business experiences of Singapore Chinese entrepreneurs in China, their response to business failure and their strategies to relocate their transnational business ventures.

On (Mis-)Conceptions of Culture as a Vehicle of Business Success: Singapore Chinese Investment Strategies after Failing in China