Dr Paresha N Sinha
Senior Lecturer in International Management Convenor for Strategic Management/Entrepreneurship/International Management
Personal Website: https://scholar.google.co.nz/citations?user=XkoNSUcAAAAJ&hl=en
Contact DetailsEmail: firstname.lastname@example.org
Phone: +64 7 838 4938
Dr. Paresha Sinha researches at the intersection of international business, strategy, and international entrepreneurship domains.
Her research examines the impact of home and host institutional environments on the expansion of MNE operations and evaluates CSR strategies in the emerging or transition economies, the transfer of global practices and processes, and the legitimization strategies used by its leaders in response to differing stakeholder pressures in such pluralistic settings. She also studies the impact of perceived institutional distance between domestic and foreign markets on the market entry decisions and the decision-making logic used by owners of smaller internationalizing firms.
Her most recent research explains how managers rhetorically revise imprinted decision-making rules to adapt organizational decision-making to changing environments encountered during the firm’s rapid international expansion. Her work is published in leading journals such as Strategic Management Journal, Journal of World Business, Business, Strategy and the Environment, Human Relations, Organization Studies, Journal of Business Ethics, Journal of Business Research, Strategic Organization and Personnel Review. She is the senior editor of the International Journal of Emerging Markets, Associate Editor of Corporate Governance and serves on the editorial review board of the Journal of Business Research and the Journal of World Business. She is a Research Fellow of the New Zealand – India Research Institute, and a progress fellow at the Aston India Centre for Applied Research (AICAR), Aston University, UK.
SGR Chief Supervisor
Khine Lwin- Founding imprints, Entrepreneurial orientation and Performance of manufacturing SMEs in Myanmar- completing 2021
Yu Lu- Chinese wine consumers and wine tourism visitors to New Zealand: The role of social media in glocalisation- completing 2021
Vishaka Gunasekara Welamedde-Reaching the top: Women in the boardroom in Sri Lanka-completing 2022
Kola Fatokun- Evaluation of the United Nations Quota Refugee Acceptance Programme in New Zealand: A Strategic Approach 2024
Sinha, P., Jaskiewicz, P., Gibb, J., & Combs, J. (2020). Managing History: How New Zealand's Gallagher Group used rhetorical narratives to repriortize and modify imprinted strategic guideposts. Strategic Management Journal, 41(3), 557-589. doi:10.1002/smj.3037
Akoorie, M., Scott, J., Sinha, P., & Gibb, J. (2020). Why entrepreneurship failed to emerge in “developing countries”: The case of colonial Africa (1952–1972). In B. Bowden, J. Muldoon, A. Gould, & A. McMurray (Eds.), The Palgrave Handbook of Management History (pp. 17 pages). Palgrave.
Pan, X., Chen, X., Sinha, P., & Dong, N. (2020). Are firms with state ownership greener? An institutional complexity view. Business Strategy and the Environment, 29(1), 197-211. doi:10.1002/bse.2358
Lwin, K., Sinha, P., & Gibb, J. (2020). Using trust-based social capital in coping with institutional constraints: The case of entrepreneurs in Mynamar. In Research Handbook on Entrepreneurship in Emerging Economies (pp. 241-265). Edward Elgar.
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