Home > Research > Publications & Outputs > The “grabbing hand” or the “helping hand” view ...

Research

Electronic data

  • Revision_two_final

    Rights statement: This is the author’s version of a work that was accepted for publication in Journal of World Business. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of World Business, 49, 3, 2014 DOI: 10.1016/j.jwb.2013.10.004

    Accepted author manuscript, 251 KB, PDF document

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

Links

Text available via DOI:

Keywords

View graph of relations

The “grabbing hand” or the “helping hand” view of corruption: evidence from bank foreign market entries

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published
<mark>Journal publication date</mark>07/2014
<mark>Journal</mark>Journal of World Business
Issue number3
Volume49
Number of pages11
Pages (from-to)444-454
Publication StatusPublished
Early online date18/11/13
<mark>Original language</mark>English

Abstract

This study adopts a resource perspective to explore a non-linear relationship between corruption and two measures of bank foreign market commitment, the capital invested and the share of equity, on a sample of 131 bank entries in forty host countries. Our findings support a U-shaped relationship providing evidence of the “grabbing hand” view at low to moderate levels of corruption and, supporting the “helping hand” view at high levels of it. In addition, market-seeking motives are found to have a positive moderating effect on this relationship. This study contributes to the long-standing debate about the effects of corruption on FDI.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Journal of World Business. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of World Business, 49, 3, 2014 DOI: 10.1016/j.jwb.2013.10.004