Weitere Kapitel dieses Buchs durch Wischen aufrufen
No organization can accomplish its goals without proper control. The imperative of organizational control is heightened when firms cross national borders and expand into unfamiliar foreign markets. This chapter is all about how international operations and foreign subsidiaries are controlled. We first look at various control mechanisms and discuss, in detail, three approaches to control. The cultural aspects of MNC control, which is effective in dealing with the uncertainty and complexity of the international market, are elaborated. Finally, within the context of the historical evolution of the international environment, the corresponding MNC coordination and control mechanisms are summarized. There are differences between the control of an MNC and that of a domestic firm. These differences are due to the complexity of and uncertainties surrounding the MNC environment, with a resulting potential for difficulty. The relationship with the host government creates additional problems. Following a discussion of control problems of the MNCs, the influence of host government actions on MNC control is analyzed.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Sesit, M. R. (1984). Funds blocked abroad by exchange controls plague big companies. Wall Street Journal, 1.
Penrose, E. T. (1956). Foreign investment and the growth of the firm. The Economic Journal, 66(262), 220–235. CrossRef
Greenberg, L. M. (1993). Mining firms cede portion of Porgera. Wall Street Journal, A2.
Hedlund, G. (1981). Autonomy of subsidiaries and formalisation of headquarter-subsidiary relationships in Swedish multinational enterprises. In L. Otterbeck (Ed.), The management of headquarters subsidiary relationships in multinational corporations (pp. 51–64). Stockholm: Grover.
Zacks Equity Research. (2017, Jan. 17). Lincoln Electric (LECO) hits 52-week high on growth drivers. Nasdaq.com, from https://www.nasdaq.com/article/lincoln-electric-leco-hits-52-week-high-on-growth-drivers-cm734120.
Reilly, P. M. (1993). Sony combines U.S. operations under Schulhof. Wall Street Journal, B1.
Galbraith, J. R. (1977). Organization design: An information processing view. Interface, 4, 28–36. CrossRef
Nadler, D. A., & Tushman, M. L. (1988). Strategic organization design. Glenview: Scott, Foresman.
Guyon, J. (1992). A joint-venture papermaker casts net across Europe. Wall Street Journal, B6.
Ouchi, W. G., & Maguire, M. A. (1975). Organizational control: Two functions. Administrative Science Quarterly, 20, 559–569. CrossRef
The Economist. (2011, Nov. 19). The French way of work. The Economist, from https://www.economist.com/node/21538733.
Ouchi, W. G. (1980, March). Markets, bureaucracies, and clan. Administrative Science Quarterly, 25, 129. CrossRef
Ackoff, R. L. (1994). The democratic corporation. New York: Oxford University Press.
McGune, J. C. (1999). Exporting corporate culture. Management Review, 88, 52–56.
Birnberg, J., & Snodgrass, C. (1988). Culture and control: A filed study. Accounting, Organizations and Society, 13(5), 447–464. CrossRef
Van Maanen, I., & Schein, E. H. (1979). Toward a theory of organizational socialization. In B. M. Staw (Ed.), Research in organizational behavior (Vol. 1, pp. 209–264). Greenwich: JAI Press.
Schein, E. H. (1977). Organizational socialization and the profession of management. In B. M. Staw (Ed.), Psychological foundations of organizational behavior (pp. 210–224). Santa Monica: Goodyear.
Bennett, A. (1993). GE redesigns rungs of career ladder. Wall Street Journal, B1.
Engardio, P. (1993, May 17), Motorola in China: A great leap forward. BusinessWeek, 59.
Martinez, J. I., & Jarillo, J. C. (1989). The evolution of research on coordination mechanisms in multinational corporations. Journal of International Business Studies, 20(3), 489–514. CrossRef
Franko, L. G. (1978). Organizational structure and multinational strategies of continental European enterprises. In M. Ghertman & J. Leontiades (Eds.), European research in international business (p. 118). Amsterdam: North-Holland.
Ghoshal, S., & Bartlett, C. A. (1990). The multinational corporation as an interorganizational network. Academy of Management Review, 15, 620. CrossRef
Whirlpool’s platform for growth. (1998, March 26). Financial Times, p. 8.
Terpstra, V., & David, K. (1991). The cultural environment of international business. Cincinnati: South-Western.
Caterpillar designs easier maintenance manuals. (1973, April 6). Business International, p. 107.
Ghemawat, P. (2001). Distance still matters. Harvard Business Review, September, 137–147.
Giermanski, J. (2006). Boxing clever. Cargo Security International, February–March, p. 40–44.
Hitt, G., & Ellison, S. (2006). Dubai firm bows to public outcry. Wall Street Journal, 1.
Tucker, P. (2006). Redefining national security. Futurist, 40(2), 6–7.
Busch, K. G., & Weissman, S. H. (2005). The intelligence community and the war on terror: The role of behavioral science. Behavioral Science and the Law, 23, 559–671. CrossRef
Yip, G. S. (2003). Total global strategy II. Upper Saddle River: Prentice Hall.
Doz, Y. L., & Prahalad, C. K. (1992). Headquarters influence and strategic control in MNCs. In C. A. Bartlett & S. Ghoshal (Eds.), Transnational management (p. 621). Homewood: Richard D. Irwin.
Fatehi, K. (1994). Capital flight from Latin America as a barometer of political instability. Journal of Business Research, 30(2), 187–195. CrossRef
Fayerweather, J. (1981). Four wining strategies for the international corporations. Journal of Business Strategy, 2(2), 25–36. CrossRef
Organisation for Economic Co-Operation and Development. (1987). Structure and organisation of multinational enterprises. Paris: Author.
Garnier, G. H. (1982). Context and decision-making autonomy in the foreign affiliates of United States multinational corporations. Academy of Management Journal, 25, 893–908.
Gupta, A. K., & Govindarajan, V. (1991). Knowledge flows and the structure of control within multinational corporations. Academy of Management Review, 16, 768–792. CrossRef
Berenbeim, R. E. (1983). Operating foreign subsidiaries: How independent can they be? (Report No. 836, pp. 13–14). New York: Conference Board.
Lu, J., & Hebert, L. (1999, August). Foreign control and survival of joint venture: An examination of Japanese IJVS in Asia. Paper presented at the Academy of Management Annual Meeting, Chicago.
Blderbos, R. A., & Heijltjes, M. G. (2005). The determinants of expatriate staffing by Japanese multinationals in Asia. Journal of International Business Studies, 36(3), 341–354. CrossRef
Kim, W. C., & Mauborgne, R. A. (1993). Procedural justice, attitudes, and subsidiary top management compliance with multinationals’ corporate strategic decisions. Academy of Management Journal, 36, 502–526.
Kim, W. C., & Mauboregne, R. A. (1991). Implementing global strategies: The role of procedural justice. Strategic Management Journal, 12, 17–31. CrossRef
Negandhi, A. R., & Welge, M. (1984). Advances in international comparative management. Greenwich: JAI Press.
Mathews, J. A. (2002). Dragon multinational. New York: Oxford University Press.
Blodgett, L. L. (1992). Factors in the instability of international joint ventures: An event history analysis. Strategic Management Journal, 13, 475–481. CrossRef
Child, J., Chung, L., & Davis, H. (2003). The performance of cross-border units in China: A test of natural selection, strategic choice and contingency theories. Journal of International Business Studies, 34(3), 242–254. CrossRef
Goel, V., & Raj, S. (2018, Jan. 10). India extends hand to Apple and others by easing rules on foreign firms. The New York Times.
- Control of International Operations
Neuer Inhalt/© Stellmach, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, digitale Transformation/© Maksym Yemelyanov | Fotolia