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The role of tax in the foreign direct investment decision process : evidence from UK firms.

Hong , Jinning (2012) The role of tax in the foreign direct investment decision process : evidence from UK firms. PhD thesis, University of Sheffield.

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This study investigates the interfaces and integration between tax strategy and corporate strategy in the foreign direct investment (FDI) decision process of UK multinational firms. Drawing on the prior literature, it aims to develop a better understanding of: (i) the role of tax in the FDI decision making process; (ii) the stages at which tax issues are considered in the decision making; and (iii) the processes by which the FDI strategic decisions are made. Data were collected by means of a web- based survey using Survey Monkey. The FAME database served to provide the main sampling frame for the data collection. A total of 192 usable responses were obtained for data analysis. The relevance of taxation in the FDI strategic decision process has not generally been addressed in UK academic literature, so little is known about the processes by and stages at which FDI decisions vis-a-vis taxation are made. It is clear from the data analysis undertaken, for example, that tax is not a driving factor in strategic decisions, but one of many factors considered, and that multinationals do not take decisions based on tax criteria alone. The thesis can thus refute, for instance, popular perceptions that multinationals' behaviour makes exploitative use of tax avoidance schemes and devices, which is typically not supported by empirical evidence. The research findings suggest that tax strategy is part of corporate strategy in the FDI decision process. The findings show that tax incentives are not an important motive for FDI compared with other business-oriented motives, which play more important roles in the FDI decision making process. The study's findings add topical and original elements to the development of academic literature in this area and are also of practical significance.

Item Type: Thesis (PhD)
Academic Units: The University of Sheffield > Faculty of Social Sciences (Sheffield) > Management School (Sheffield)
Identification Number/EthosID: uk.bl.ethos.574589
Depositing User: EThOS Import Sheffield
Date Deposited: 26 Jan 2017 16:27
Last Modified: 26 Jan 2017 16:27
URI: http://etheses.whiterose.ac.uk/id/eprint/14589

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