Designing a control system for a multinational subsidiary

Long Range Planning

Volumn 29, Issue 6, 1996, Pages 857-868

  Hamilton III, Robert D ^a   Taylor, Virginia A ^b   Kashlak, Roger J ^c  

^a TEMPLE UNIVERSITY   (United States)

^b Director of the MBA Programme   (United States)

^c LOYOLA UNIVERSITY MARYLAND   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0042877763     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0024-6301(97)82823-3     Document Type: Article

References (64)

1. Mr Mitarai, Japanese moving production abroad, New York Times, 29 August, p. 16 (1993).
2. W. Guth and I. MacMillan, Strategy implementation versus self interest, Strategic Management Journal 7, 313-327 (1986).
3. W. C. Chan and R. A. Mauborgre, Effectively conceiving and executing multinationals' worldwide strategies, Journal of International Business Studies 3, 419-448 (1993).
4. H. Mintzberg [Strategic Management Research, Wiley, New York (1986)] differentiates between intended strategy, the original corporate plan and realized strategy, the pattern of observed behaviour.
5. A. D. Chandler, The functions of the HQ unit in the multibusiness firm, Strategic Management Journal 12, 31-51 (1991). Production technologies and market demands determine the appropriate scope of HQ control: planning, strategic control or financial control. Also see G. Gordon, Industry determinants of organizational culture, Academy of Management Review 16(2), 396-415 (1991). However, multiple viable strategies exist within the same industry. A. Morrison and K. Roth, A taxonomy of business level strategies in global industries, Strategic Management Journal 13, 399-418 (1992). S. Ghoshal, Global strategy: an organizing framework, Strategic Management Journal 8, 425-440 (1987). Industry influence and integration/responsiveness needs vary by company and by task.
6. A. D. Chandler, The functions of the HQ unit in the multibusiness firm, Strategic Management Journal 12, 31-51 (1991). Production technologies and market demands determine the appropriate scope of HQ control: planning, strategic control or financial control. Also see G. Gordon, Industry determinants of organizational culture, Academy of Management Review 16(2), 396-415 (1991). However, multiple viable strategies exist within the same industry. A. Morrison and K. Roth, A taxonomy of business level strategies in global industries, Strategic Management Journal 13, 399-418 (1992). S. Ghoshal, Global strategy: an organizing framework, Strategic Management Journal 8, 425-440 (1987). Industry influence and integration/responsiveness needs vary by company and by task.
7. A. D. Chandler, The functions of the HQ unit in the multibusiness firm, Strategic Management Journal 12, 31-51 (1991). Production technologies and market demands determine the appropriate scope of HQ control: planning, strategic control or financial control. Also see G. Gordon, Industry determinants of organizational culture, Academy of Management Review 16(2), 396-415 (1991). However, multiple viable strategies exist within the same industry. A. Morrison and K. Roth, A taxonomy of business level strategies in global industries, Strategic Management Journal 13, 399-418 (1992). S. Ghoshal, Global strategy: an organizing framework, Strategic Management Journal 8, 425-440 (1987). Industry influence and integration/responsiveness needs vary by company and by task.
8. A. D. Chandler, The functions of the HQ unit in the multibusiness firm, Strategic Management Journal 12, 31-51 (1991). Production technologies and market demands determine the appropriate scope of HQ control: planning, strategic control or financial control. Also see G. Gordon, Industry determinants of organizational culture, Academy of Management Review 16(2), 396-415 (1991). However, multiple viable strategies exist within the same industry. A. Morrison and K. Roth, A taxonomy of business level strategies in global industries, Strategic Management Journal 13, 399-418 (1992). S. Ghoshal, Global strategy: an organizing framework, Strategic Management Journal 8, 425-440 (1987). Industry influence and integration/responsiveness needs vary by company and by task.
9. Y. Doz and C.K. Prahalad, Headquarters influence and strategic control in MNCs, Sloan Management Review, Fall, pp. 15-29 (1981). Stressing the importance of explaining both the strategic shift and legitimacy of changes they address the dynamic nature of strategy and outline administrative mechanisms to regain control of autonomous subsidiaries. Also see C. K. Prahalad and Y. Doz, Patterns for strategic control within multinational corporations, Journal of International Business Studies, Fall, 55-72 (1984).
10. Y. Doz and C.K. Prahalad, Headquarters influence and strategic control in MNCs, Sloan Management Review, Fall, pp. 15-29 (1981). Stressing the importance of explaining both the strategic shift and legitimacy of changes they address the dynamic nature of strategy and outline administrative mechanisms to regain control of autonomous subsidiaries. Also see C. K. Prahalad and Y. Doz, Patterns for strategic control within multinational corporations, Journal of International Business Studies, Fall, 55-72 (1984).
11. K. Andrews, The Concept of Corporate Strategy, Dow Jones Irwin, Homewood, IL (1971). Strategic management literature distinguishes between strategy formulation, implementation and the control process. Also see L. Hrebiniak and G. Joyce [Implementing Strategy, Macmillan, New York (1984)] and G. Schreyogg and H. Steinmann [Strategic control: a new perspective, Academy of Management Review 12, 91-103 (1987)]. Building on their model, J. Preble [Towards a comprehensive system of strategic control, Journal of Management Studies, July, pp. 391-409 (1992)] adds a special alert to identify low probability high impact external threats. Theoretically strategy formulation investigates the external environment in the planning and selection processes to provide timely feedforward. The control system should also assure the continued validity of critical assumptions and premises. A. Gupta and V. Govindarajan [Knowledge flows and the structure of control within multinational corporations, Academy of Management Review, October, 768-792 (1991)] define four subsidiary roles: global innovator, local innovator, implementor and integrated player. A. D. Chandler, Organizational capabilities and the economic history of the industrial enterprise, Journal of Economic Perspectives 6(3), 79-100 (1992). Historic evolution of the individual firm is a key determinant of strategic actions. He gives examples to reinforce his view that unique responses exploit learned routines and create competitive advantage.
12. K. Andrews, The Concept of Corporate Strategy, Dow Jones Irwin, Homewood, IL (1971). Strategic management literature distinguishes between strategy formulation, implementation and the control process. Also see L. Hrebiniak and G. Joyce [Implementing Strategy, Macmillan, New York (1984)] and G. Schreyogg and H. Steinmann [Strategic control: a new perspective, Academy of Management Review 12, 91-103 (1987)]. Building on their model, J. Preble [Towards a comprehensive system of strategic control, Journal of Management Studies, July, pp. 391-409 (1992)] adds a special alert to identify low probability high impact external threats. Theoretically strategy formulation investigates the external environment in the planning and selection processes to provide timely feedforward. The control system should also assure the continued validity of critical assumptions and premises. A. Gupta and V. Govindarajan [Knowledge flows and the structure of control within multinational corporations, Academy of Management Review, October, 768-792 (1991)] define four subsidiary roles: global innovator, local innovator, implementor and integrated player. A. D. Chandler, Organizational capabilities and the economic history of the industrial enterprise, Journal of Economic Perspectives 6(3), 79-100 (1992). Historic evolution of the individual firm is a key determinant of strategic actions. He gives examples to reinforce his view that unique responses exploit learned routines and create competitive advantage.
13. K. Andrews, The Concept of Corporate Strategy, Dow Jones Irwin, Homewood, IL (1971). Strategic management literature distinguishes between strategy formulation, implementation and the control process. Also see L. Hrebiniak and G. Joyce [Implementing Strategy, Macmillan, New York (1984)] and G. Schreyogg and H. Steinmann [Strategic control: a new perspective, Academy of Management Review 12, 91-103 (1987)]. Building on their model, J. Preble [Towards a comprehensive system of strategic control, Journal of Management Studies, July, pp. 391-409 (1992)] adds a special alert to identify low probability high impact external threats. Theoretically strategy formulation investigates the external environment in the planning and selection processes to provide timely feedforward. The control system should also assure the continued validity of critical assumptions and premises. A. Gupta and V. Govindarajan [Knowledge flows and the structure of control within multinational corporations, Academy of Management Review, October, 768-792 (1991)] define four subsidiary roles: global innovator, local innovator, implementor and integrated player. A. D. Chandler, Organizational capabilities and the economic history of the industrial enterprise, Journal of Economic Perspectives 6(3), 79-100 (1992). Historic evolution of the individual firm is a key determinant of strategic actions. He gives examples to reinforce his view that unique responses exploit learned routines and create competitive advantage.
14. K. Andrews, The Concept of Corporate Strategy, Dow Jones Irwin, Homewood, IL (1971). Strategic management literature distinguishes between strategy formulation, implementation and the control process. Also see L. Hrebiniak and G. Joyce [Implementing Strategy, Macmillan, New York (1984)] and G. Schreyogg and H. Steinmann [Strategic control: a new perspective, Academy of Management Review 12, 91-103 (1987)]. Building on their model, J. Preble [Towards a comprehensive system of strategic control, Journal of Management Studies, July, pp. 391-409 (1992)] adds a special alert to identify low probability high impact external threats. Theoretically strategy formulation investigates the external environment in the planning and selection processes to provide timely feedforward. The control system should also assure the continued validity of critical assumptions and premises. A. Gupta and V. Govindarajan [Knowledge flows and the structure of control within multinational corporations, Academy of Management Review, October, 768-792 (1991)] define four subsidiary roles: global innovator, local innovator, implementor and integrated player. A. D. Chandler, Organizational capabilities and the economic history of the industrial enterprise, Journal of Economic Perspectives 6(3), 79-100 (1992). Historic evolution of the individual firm is a key determinant of strategic actions. He gives examples to reinforce his view that unique responses exploit learned routines and create competitive advantage.
15. K. Andrews, The Concept of Corporate Strategy, Dow Jones Irwin, Homewood, IL (1971). Strategic management literature distinguishes between strategy formulation, implementation and the control process. Also see L. Hrebiniak and G. Joyce [Implementing Strategy, Macmillan, New York (1984)] and G. Schreyogg and H. Steinmann [Strategic control: a new perspective, Academy of Management Review 12, 91-103 (1987)]. Building on their model, J. Preble [Towards a comprehensive system of strategic control, Journal of Management Studies, July, pp. 391-409 (1992)] adds a special alert to identify low probability high impact external threats. Theoretically strategy formulation investigates the external environment in the planning and selection processes to provide timely feedforward. The control system should also assure the continued validity of critical assumptions and premises. A. Gupta and V. Govindarajan [Knowledge flows and the structure of control within multinational corporations, Academy of Management Review, October, 768-792 (1991)] define four subsidiary roles: global innovator, local innovator, implementor and integrated player. A. D. Chandler, Organizational capabilities and the economic history of the industrial enterprise, Journal of Economic Perspectives 6(3), 79-100 (1992). Historic evolution of the individual firm is a key determinant of strategic actions. He gives examples to reinforce his view that unique responses exploit learned routines and create competitive advantage.
16. K. Andrews, The Concept of Corporate Strategy, Dow Jones Irwin, Homewood, IL (1971). Strategic management literature distinguishes between strategy formulation, implementation and the control process. Also see L. Hrebiniak and G. Joyce [Implementing Strategy, Macmillan, New York (1984)] and G. Schreyogg and H. Steinmann [Strategic control: a new perspective, Academy of Management Review 12, 91-103 (1987)]. Building on their model, J. Preble [Towards a comprehensive system of strategic control, Journal of Management Studies, July, pp. 391-409 (1992)] adds a special alert to identify low probability high impact external threats. Theoretically strategy formulation investigates the external environment in the planning and selection processes to provide timely feedforward. The control system should also assure the continued validity of critical assumptions and premises. A. Gupta and V. Govindarajan [Knowledge flows and the structure of control within multinational corporations, Academy of Management Review, October, 768-792 (1991)] define four subsidiary roles: global innovator, local innovator, implementor and integrated player. A. D. Chandler, Organizational capabilities and the economic history of the industrial enterprise, Journal of Economic Perspectives 6(3), 79-100 (1992). Historic evolution of the individual firm is a key determinant of strategic actions. He gives examples to reinforce his view that unique responses exploit learned routines and create competitive advantage.
17. L. Armstrong and Hiromi, Detroit, check your rearview mirror, Business Week, 6 June, pp. 26-27 (1994).
18. Business International and Ernst & Young, International Transfer Pricing, Business International, New York (1991). Also see R. Tang, Transfer pricing in the 1990's, Management Accounting, February, 22-26 (1992); or his book, Transfer Pricing in the 1990's: Tax and Management Perspectives, Quorum, Westport, CT (1993). For a classic theoretical paper explaining why MNEs hide profits, see S. Lall, Transfer-pricing by multinational manufacturing firms, Oxford Bulletin of Economics and Statistics, April, 173-191 (1973).
19. Business International and Ernst & Young, International Transfer Pricing, Business International, New York (1991). Also see R. Tang, Transfer pricing in the 1990's, Management Accounting, February, 22-26 (1992); or his book, Transfer Pricing in the 1990's: Tax and Management Perspectives, Quorum, Westport, CT (1993). For a classic theoretical paper explaining why MNEs hide profits, see S. Lall, Transfer-pricing by multinational manufacturing firms, Oxford Bulletin of Economics and Statistics, April, 173-191 (1973).
20. Business International and Ernst & Young, International Transfer Pricing, Business International, New York (1991). Also see R. Tang, Transfer pricing in the 1990's, Management Accounting, February, 22-26 (1992); or his book, Transfer Pricing in the 1990's: Tax and Management Perspectives, Quorum, Westport, CT (1993). For a classic theoretical paper explaining why MNEs hide profits, see S. Lall, Transfer-pricing by multinational manufacturing firms, Oxford Bulletin of Economics and Statistics, April, 173-191 (1973).
21. Business International and Ernst & Young, International Transfer Pricing, Business International, New York (1991). Also see R. Tang, Transfer pricing in the 1990's, Management Accounting, February, 22-26 (1992); or his book, Transfer Pricing in the 1990's: Tax and Management Perspectives, Quorum, Westport, CT (1993). For a classic theoretical paper explaining why MNEs hide profits, see S. Lall, Transfer-pricing by multinational manufacturing firms, Oxford Bulletin of Economics and Statistics, April, 173-191 (1973).
22. H. Kahalas and K. Suchon, Stepping up to global competition: interview with Harold A. Poling, Chairman, CEO of Ford Motor Company, The Academy of Management Executive, May, 71-82 (1992).
23. An empirical study of the competitive positioning and control system relationship is presented by R. Simons, The role of management control systems in creating competitive advantage: new perspectives, Accounting Organizations and Society, 15(1/2), 357-374 (1990). Also see C. K. Prahalad and Y. Doz [The Multinational Mission, The Free Press, New York (1987)] and A. Chandler, op. cit.
24. An empirical study of the competitive positioning and control system relationship is presented by R. Simons, The role of management control systems in creating competitive advantage: new perspectives, Accounting Organizations and Society, 15(1/2), 357-374 (1990). Also see C. K. Prahalad and Y. Doz [The Multinational Mission, The Free Press, New York (1987)] and A. Chandler, op. cit.
25. An empirical study of the competitive positioning and control system relationship is presented by R. Simons, The role of management control systems in creating competitive advantage: new perspectives, Accounting Organizations and Society, 15(1/2), 357-374 (1990). Also see C. K. Prahalad and Y. Doz [The Multinational Mission, The Free Press, New York (1987)] and A. Chandler, op. cit.
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28. S. A. Snell, Control theory in strategic human resource management: the mediating effect of administrative information. Academy of Management Journal 35(2), 292-327 (1992). This paper examines the mediating role of administrative information in the relationship between strategic context complexity and human resource control systems. For an MNE, see V. Govindarajan, A contingency approach to strategy implementation at the business unit level: integrating administrative mechanisms with strategy, Academy of Management Journal 31(4), 828-853 (1988).
29. S. A. Snell, Control theory in strategic human resource management: the mediating effect of administrative information. Academy of Management Journal 35(2), 292-327 (1992). This paper examines the mediating role of administrative information in the relationship between strategic context complexity and human resource control systems. For an MNE, see V. Govindarajan, A contingency approach to strategy implementation at the business unit level: integrating administrative mechanisms with strategy, Academy of Management Journal 31(4), 828-853 (1988).
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32. S. Kobrin, Assessing political risk overseas, The Wharton Magazine 6(2), pp. 573-604 (1981); reprinted in P. Grub and D. Khambata, The Multinational Enterprise in Transition: Strategies for Global Competitiveness, 4th Edition, Darwin Press, Princeton, NJ (1993). Also see J. Simons [A theoretical perspective on political risk, Journal of International Business Studies, Winter, 123-142 (1984)] and R. Aliber and C. Stickney [Accounting measures for foreign exchange exposure: the long and short of it, Accounting Review, January, 44-73 (1973).
33. S. Kobrin, Assessing political risk overseas, The Wharton Magazine 6(2), pp. 573-604 (1981); reprinted in P. Grub and D. Khambata, The Multinational Enterprise in Transition: Strategies for Global Competitiveness, 4th Edition, Darwin Press, Princeton, NJ (1993). Also see J. Simons [A theoretical perspective on political risk, Journal of International Business Studies, Winter, 123-142 (1984)] and R. Aliber and C. Stickney [Accounting measures for foreign exchange exposure: the long and short of it, Accounting Review, January, 44-73 (1973).
34. S. Kobrin, Assessing political risk overseas, The Wharton Magazine 6(2), pp. 573-604 (1981); reprinted in P. Grub and D. Khambata, The Multinational Enterprise in Transition: Strategies for Global Competitiveness, 4th Edition, Darwin Press, Princeton, NJ (1993). Also see J. Simons [A theoretical perspective on political risk, Journal of International Business Studies, Winter, 123-142 (1984)] and R. Aliber and C. Stickney [Accounting measures for foreign exchange exposure: the long and short of it, Accounting Review, January, 44-73 (1973).
35. Mitsui & Company Annual Report (1988). For a discussion of how this risk is shared through the kieritsu system, see C. J. McMillan, The Japanese Industrial System, Walter de Gruyter, New York (1989).
36. Mitsui & Company Annual Report (1988). For a discussion of how this risk is shared through the kieritsu system, see C. J. McMillan, The Japanese Industrial System, Walter de Gruyter, New York (1989).
37. J. Daniels and L. Radebaugh, International Business: Environments and Operations, 6th Edition, Addison-Wesley, New York (1993).
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39. J. Rossant, In Moscow, it's location, location, location, Business Week, 25 July, p. 44 (1994).
40. Purchasing power parity (PPP) theory assumes foreign exchange movements reflect inflation rate differences between two countries; therefore a change in relative inflation will result in a change of exchange rates in order to keep the prices of goods in the two countries equal. But markets are not fully integrated or completely efficient, especially with floating exchange rates. J. J. Choi, Diversification, exchange risk and corporate international investment, Journal of International Business Studies, Spring, 145-155 (1989). J. Frankel, The collapse of purchasing parities in the 1970's, European Economic Review 16, 145-165 (1981).
41. Purchasing power parity (PPP) theory assumes foreign exchange movements reflect inflation rate differences between two countries; therefore a change in relative inflation will result in a change of exchange rates in order to keep the prices of goods in the two countries equal. But markets are not fully integrated or completely efficient, especially with floating exchange rates. J. J. Choi, Diversification, exchange risk and corporate international investment, Journal of International Business Studies, Spring, 145-155 (1989). J. Frankel, The collapse of purchasing parities in the 1970's, European Economic Review 16, 145-165 (1981).
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43. Business International, op. cit.; also see M. Levi [Taxation and abnormal international capital flows, Journal of Political Economy, June (1977)] and T. Horst [American taxation of multinational firms, American Economic Review, June, 376-389 (1977)] for a discussion of MNE optimal behaviour in the presence of tariff and tax rate differentials.
44. Business International, op. cit.; also see M. Levi [Taxation and abnormal international capital flows, Journal of Political Economy, June (1977)] and T. Horst [American taxation of multinational firms, American Economic Review, June, 376-389 (1977)] for a discussion of MNE optimal behaviour in the presence of tariff and tax rate differentials.
45. Business International, op. cit.; also see M. Levi [Taxation and abnormal international capital flows, Journal of Political Economy, June (1977)] and T. Horst [American taxation of multinational firms, American Economic Review, June, 376-389 (1977)] for a discussion of MNE optimal behaviour in the presence of tariff and tax rate differentials.
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