 Major FindingsBarbara Brenner Chapter 8 in Management Control in Central and Eastern European Subsidiaries, 2009, pp 236-261 from Palgrave Macmillan Abstract: Abstract The above analysis of control mechanisms, the contingencies, and the cultural specifics that affect the choice and effectiveness of management control in Central and Eastern Europe (CEE) allows us to answer our research questions: Which Management Control Systems (MCS) do MNCs use to control their CEE subsidiaries? How does culture influence the design and management of HQ control systems in foreign subsidiaries? º What are the major cultural differences in CEE as perceived by MNC HQ personnel? º What are successful strategies adopted by MNC HQ to cope with cultural differences? How do context factors, such as the environment and organizational characteristics, influence the design and functioning of coordina?tion and MCS in the CEE subsidiaries? Grounded on findings from rich semi-structured interviews we propose a model which sheds light onto how the context and perceptions of CEE culture influences the applicability and choice of control mechanisms of MNC HQ in their CEE subsidiaries. Figure 8.1 below depicts the relationships established based on the analysis of our data. Keywords: Management Control; Output Control; Management Information System; Foreign Subsidiary; Management Control System (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-20174-3_8 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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