Contextual Factors Influencing Control Strategy of Multinational Corporations
THE TERM 'CONTROL' REFERS TO THE MECHANISMS USED TO ASSURE THE EXECUTION OF ORGANIZATIONAL GOALS AND PLANS. CONCENTRATION OF AUTHORITY, STANDARDIZATION OF OPERATIONS, AND THE USE OF STAFF PERSONNEL ARE EXAMPLES OF THESE MECHANISMS. IN INTERNATIONAL STUDIES THE MAJOR FOCUS OF ATTENTION HAS...
Gespeichert in:
Veröffentlicht in: | Academy of Management journal 1975-03, Vol.18 (1), p.136 |
---|---|
1. Verfasser: | |
Format: | Artikel |
Sprache: | eng |
Schlagworte: | |
Online-Zugang: | Volltext |
Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
container_end_page | |
---|---|
container_issue | 1 |
container_start_page | 136 |
container_title | Academy of Management journal |
container_volume | 18 |
creator | Youssef, Samir M |
description | THE TERM 'CONTROL' REFERS TO THE MECHANISMS USED TO ASSURE THE EXECUTION OF ORGANIZATIONAL GOALS AND PLANS. CONCENTRATION OF AUTHORITY, STANDARDIZATION OF OPERATIONS, AND THE USE OF STAFF PERSONNEL ARE EXAMPLES OF THESE MECHANISMS. IN INTERNATIONAL STUDIES THE MAJOR FOCUS OF ATTENTION HAS BEEN ON DETERMINING THE APPROPRIATE GLOBAL STRUCTURE OF MULTINATIONAL CORPORATIONS (MNCS). CONTROL MECHANISMS ARE CLASSIFIED INTO DIRECT AND INDIRECT CONTROLS DEPENDING ON HOW DIRECTLY THE PARENT COMPANY INFLUENCES THE DECISION-MAKING PROCESS OF THE SUBSIDIARY. DIRECT CONTROLS ARE SUCH AS THE NATIONALITY OF THE OPERATION'S TOP MANAGER. RELATIONSHIPS BETWEEN NATIONALITY AND MOST OTHER CONTROL VARIABLES ARE SIGNIFICANT. TABLES. |
doi_str_mv | 10.5465/255632 |
format | Article |
fullrecord | <record><control><sourceid>proquest</sourceid><recordid>TN_cdi_proquest_journals_229557876</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><sourcerecordid>941048</sourcerecordid><originalsourceid>FETCH-LOGICAL-p167t-90cb137b924fef6fbcbb6aa2ebddec9ec71924357c38c64a3e0ed0cd1ce822f13</originalsourceid><addsrcrecordid>eNp9jktLxDAAhIMoWFf9DUHP1bwfRynuurCLB_W8JGmydClNTVLQf29XveppGL6ZYQC4xuiOM8HvCeeCkhNQYc1UjbTSp6BCCOGaEUnPwUXOh9nOUFdg28Sh-I8ymR4ujSsxZbgeQj_5wXXDHh5xij18KckUv_-EMcDt1JduMKWLw9xqYhpj-nb5EpwF02d_9asL8LZ8fG2e6s3zat08bOoRC1lqjZzFVFpNWPBBBOusFcYQb9vWO-2dxDOiXDqqnGCGeuRb5FrsvCIkYLoANz-7Y4rvk89ld4hTmt_kHSGac6mk-C-EtVZYcnFcuv0zRBEXTHJF6Bf6j2dZ</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>229557876</pqid></control><display><type>article</type><title>Contextual Factors Influencing Control Strategy of Multinational Corporations</title><source>Business Source Complete</source><source>Alma/SFX Local Collection</source><source>Periodicals Index Online</source><creator>Youssef, Samir M</creator><creatorcontrib>Youssef, Samir M</creatorcontrib><description>THE TERM 'CONTROL' REFERS TO THE MECHANISMS USED TO ASSURE THE EXECUTION OF ORGANIZATIONAL GOALS AND PLANS. CONCENTRATION OF AUTHORITY, STANDARDIZATION OF OPERATIONS, AND THE USE OF STAFF PERSONNEL ARE EXAMPLES OF THESE MECHANISMS. IN INTERNATIONAL STUDIES THE MAJOR FOCUS OF ATTENTION HAS BEEN ON DETERMINING THE APPROPRIATE GLOBAL STRUCTURE OF MULTINATIONAL CORPORATIONS (MNCS). CONTROL MECHANISMS ARE CLASSIFIED INTO DIRECT AND INDIRECT CONTROLS DEPENDING ON HOW DIRECTLY THE PARENT COMPANY INFLUENCES THE DECISION-MAKING PROCESS OF THE SUBSIDIARY. DIRECT CONTROLS ARE SUCH AS THE NATIONALITY OF THE OPERATION'S TOP MANAGER. RELATIONSHIPS BETWEEN NATIONALITY AND MOST OTHER CONTROL VARIABLES ARE SIGNIFICANT. TABLES.</description><identifier>ISSN: 0001-4273</identifier><identifier>EISSN: 1948-0989</identifier><identifier>DOI: 10.5465/255632</identifier><identifier>CODEN: AMJOD6</identifier><language>eng</language><publisher>Briarcliff Manor: Academy of Management</publisher><subject>Controls ; Multinational corporations ; Organizational</subject><ispartof>Academy of Management journal, 1975-03, Vol.18 (1), p.136</ispartof><rights>Copyright Academy of Management MAR. 1975</rights><rights>Copyright Academy of Management Mar 1975</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><link.rule.ids>314,776,780,27846,27901,27902</link.rule.ids></links><search><creatorcontrib>Youssef, Samir M</creatorcontrib><title>Contextual Factors Influencing Control Strategy of Multinational Corporations</title><title>Academy of Management journal</title><description>THE TERM 'CONTROL' REFERS TO THE MECHANISMS USED TO ASSURE THE EXECUTION OF ORGANIZATIONAL GOALS AND PLANS. CONCENTRATION OF AUTHORITY, STANDARDIZATION OF OPERATIONS, AND THE USE OF STAFF PERSONNEL ARE EXAMPLES OF THESE MECHANISMS. IN INTERNATIONAL STUDIES THE MAJOR FOCUS OF ATTENTION HAS BEEN ON DETERMINING THE APPROPRIATE GLOBAL STRUCTURE OF MULTINATIONAL CORPORATIONS (MNCS). CONTROL MECHANISMS ARE CLASSIFIED INTO DIRECT AND INDIRECT CONTROLS DEPENDING ON HOW DIRECTLY THE PARENT COMPANY INFLUENCES THE DECISION-MAKING PROCESS OF THE SUBSIDIARY. DIRECT CONTROLS ARE SUCH AS THE NATIONALITY OF THE OPERATION'S TOP MANAGER. RELATIONSHIPS BETWEEN NATIONALITY AND MOST OTHER CONTROL VARIABLES ARE SIGNIFICANT. TABLES.</description><subject>Controls</subject><subject>Multinational corporations</subject><subject>Organizational</subject><issn>0001-4273</issn><issn>1948-0989</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1975</creationdate><recordtype>article</recordtype><sourceid>K30</sourceid><sourceid>BENPR</sourceid><recordid>eNp9jktLxDAAhIMoWFf9DUHP1bwfRynuurCLB_W8JGmydClNTVLQf29XveppGL6ZYQC4xuiOM8HvCeeCkhNQYc1UjbTSp6BCCOGaEUnPwUXOh9nOUFdg28Sh-I8ymR4ujSsxZbgeQj_5wXXDHh5xij18KckUv_-EMcDt1JduMKWLw9xqYhpj-nb5EpwF02d_9asL8LZ8fG2e6s3zat08bOoRC1lqjZzFVFpNWPBBBOusFcYQb9vWO-2dxDOiXDqqnGCGeuRb5FrsvCIkYLoANz-7Y4rvk89ld4hTmt_kHSGac6mk-C-EtVZYcnFcuv0zRBEXTHJF6Bf6j2dZ</recordid><startdate>19750301</startdate><enddate>19750301</enddate><creator>Youssef, Samir M</creator><general>Academy of Management</general><scope>HNJIA</scope><scope>IBDFT</scope><scope>K30</scope><scope>PAAUG</scope><scope>PAWHS</scope><scope>PAWZZ</scope><scope>PAXOH</scope><scope>PBHAV</scope><scope>PBQSW</scope><scope>PBYQZ</scope><scope>PCIWU</scope><scope>PCMID</scope><scope>PCZJX</scope><scope>PDGRG</scope><scope>PDWWI</scope><scope>PETMR</scope><scope>PFVGT</scope><scope>PGXDX</scope><scope>PIHIL</scope><scope>PISVA</scope><scope>PJCTQ</scope><scope>PJTMS</scope><scope>PLCHJ</scope><scope>PMHAD</scope><scope>PNQDJ</scope><scope>POUND</scope><scope>PPLAD</scope><scope>PQAPC</scope><scope>PQCAN</scope><scope>PQCMW</scope><scope>PQEME</scope><scope>PQHKH</scope><scope>PQMID</scope><scope>PQNCT</scope><scope>PQNET</scope><scope>PQSCT</scope><scope>PQSET</scope><scope>PSVJG</scope><scope>PVMQY</scope><scope>PZGFC</scope><scope>8BJ</scope><scope>FQK</scope><scope>JBE</scope><scope>K9.</scope><scope>3V.</scope><scope>7WY</scope><scope>7WZ</scope><scope>7X5</scope><scope>7X7</scope><scope>7XB</scope><scope>87Z</scope><scope>88E</scope><scope>8A3</scope><scope>8FI</scope><scope>8FJ</scope><scope>8FK</scope><scope>8FL</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FRNLG</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GHDGH</scope><scope>K60</scope><scope>K6~</scope><scope>L.-</scope><scope>M0A</scope><scope>M0C</scope><scope>M0S</scope><scope>M0T</scope><scope>M1P</scope><scope>PQBIZ</scope><scope>PQBZA</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRINS</scope><scope>PYYUZ</scope><scope>Q9U</scope></search><sort><creationdate>19750301</creationdate><title>Contextual Factors Influencing Control Strategy of Multinational Corporations</title><author>Youssef, Samir M</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-p167t-90cb137b924fef6fbcbb6aa2ebddec9ec71924357c38c64a3e0ed0cd1ce822f13</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>1975</creationdate><topic>Controls</topic><topic>Multinational corporations</topic><topic>Organizational</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Youssef, Samir M</creatorcontrib><collection>Periodicals Index Online Segment 20</collection><collection>Periodicals Index Online Segment 27</collection><collection>Periodicals Index Online</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - West</collection><collection>Primary Sources Access (Plan D) - International</collection><collection>Primary Sources Access & Build (Plan A) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Midwest</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Northeast</collection><collection>Primary Sources Access (Plan D) - Southeast</collection><collection>Primary Sources Access (Plan D) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Southeast</collection><collection>Primary Sources Access (Plan D) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - UK / I</collection><collection>Primary Sources Access (Plan D) - Canada</collection><collection>Primary Sources Access (Plan D) - EMEALA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - North Central</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - International</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - International</collection><collection>Primary Sources Access (Plan D) - West</collection><collection>Periodicals Index Online Segments 1-50</collection><collection>Primary Sources Access (Plan D) - APAC</collection><collection>Primary Sources Access (Plan D) - Midwest</collection><collection>Primary Sources Access (Plan D) - MEA</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - Canada</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - EMEALA</collection><collection>Primary Sources Access & Build (Plan A) - APAC</collection><collection>Primary Sources Access & Build (Plan A) - Canada</collection><collection>Primary Sources Access & Build (Plan A) - West</collection><collection>Primary Sources Access & Build (Plan A) - EMEALA</collection><collection>Primary Sources Access (Plan D) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - Midwest</collection><collection>Primary Sources Access & Build (Plan A) - North Central</collection><collection>Primary Sources Access & Build (Plan A) - Northeast</collection><collection>Primary Sources Access & Build (Plan A) - South Central</collection><collection>Primary Sources Access & Build (Plan A) - Southeast</collection><collection>Primary Sources Access (Plan D) - UK / I</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - APAC</collection><collection>Primary Sources Access—Foundation Edition (Plan E) - MEA</collection><collection>International Bibliography of the Social Sciences (IBSS)</collection><collection>International Bibliography of the Social Sciences</collection><collection>International Bibliography of the Social Sciences</collection><collection>ProQuest Health & Medical Complete (Alumni)</collection><collection>ProQuest Central (Corporate)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>Entrepreneurship Database</collection><collection>Health & Medical Collection</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ABI/INFORM Global (Alumni Edition)</collection><collection>Medical Database (Alumni Edition)</collection><collection>Entrepreneurship Database (Alumni Edition)</collection><collection>Hospital Premium Collection</collection><collection>Hospital Premium Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ABI/INFORM Collection (Alumni Edition)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Business Premium Collection (Alumni)</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>Health Research Premium Collection (Alumni)</collection><collection>ProQuest Business Collection (Alumni Edition)</collection><collection>ProQuest Business Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Archive</collection><collection>ABI/INFORM Global</collection><collection>Health & Medical Collection (Alumni Edition)</collection><collection>Healthcare Administration Database</collection><collection>Medical Database</collection><collection>ProQuest One Business</collection><collection>ProQuest One Business (Alumni)</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest Central China</collection><collection>ABI/INFORM Collection China</collection><collection>ProQuest Central Basic</collection><jtitle>Academy of Management journal</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Youssef, Samir M</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Contextual Factors Influencing Control Strategy of Multinational Corporations</atitle><jtitle>Academy of Management journal</jtitle><date>1975-03-01</date><risdate>1975</risdate><volume>18</volume><issue>1</issue><spage>136</spage><pages>136-</pages><issn>0001-4273</issn><eissn>1948-0989</eissn><coden>AMJOD6</coden><abstract>THE TERM 'CONTROL' REFERS TO THE MECHANISMS USED TO ASSURE THE EXECUTION OF ORGANIZATIONAL GOALS AND PLANS. CONCENTRATION OF AUTHORITY, STANDARDIZATION OF OPERATIONS, AND THE USE OF STAFF PERSONNEL ARE EXAMPLES OF THESE MECHANISMS. IN INTERNATIONAL STUDIES THE MAJOR FOCUS OF ATTENTION HAS BEEN ON DETERMINING THE APPROPRIATE GLOBAL STRUCTURE OF MULTINATIONAL CORPORATIONS (MNCS). CONTROL MECHANISMS ARE CLASSIFIED INTO DIRECT AND INDIRECT CONTROLS DEPENDING ON HOW DIRECTLY THE PARENT COMPANY INFLUENCES THE DECISION-MAKING PROCESS OF THE SUBSIDIARY. DIRECT CONTROLS ARE SUCH AS THE NATIONALITY OF THE OPERATION'S TOP MANAGER. RELATIONSHIPS BETWEEN NATIONALITY AND MOST OTHER CONTROL VARIABLES ARE SIGNIFICANT. TABLES.</abstract><cop>Briarcliff Manor</cop><pub>Academy of Management</pub><doi>10.5465/255632</doi></addata></record> |
fulltext | fulltext |
identifier | ISSN: 0001-4273 |
ispartof | Academy of Management journal, 1975-03, Vol.18 (1), p.136 |
issn | 0001-4273 1948-0989 |
language | eng |
recordid | cdi_proquest_journals_229557876 |
source | Business Source Complete; Alma/SFX Local Collection; Periodicals Index Online |
subjects | Controls Multinational corporations Organizational |
title | Contextual Factors Influencing Control Strategy of Multinational Corporations |
url | https://sfx.bib-bvb.de/sfx_tum?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2025-02-13T10%3A04%3A06IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-proquest&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=Contextual%20Factors%20Influencing%20Control%20Strategy%20of%20Multinational%20Corporations&rft.jtitle=Academy%20of%20Management%20journal&rft.au=Youssef,%20Samir%20M&rft.date=1975-03-01&rft.volume=18&rft.issue=1&rft.spage=136&rft.pages=136-&rft.issn=0001-4273&rft.eissn=1948-0989&rft.coden=AMJOD6&rft_id=info:doi/10.5465/255632&rft_dat=%3Cproquest%3E941048%3C/proquest%3E%3Curl%3E%3C/url%3E&disable_directlink=true&sfx.directlink=off&sfx.report_link=0&rft_id=info:oai/&rft_pqid=229557876&rft_id=info:pmid/&rfr_iscdi=true |