GMS 520 Chapter Notes - Chapter 6: Videotelephony
31 Mar 2016
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Document Summary
Need reporting systems to ensure actual meets goals, preempt problems. Transnational network structure might centralize decisionmaking to key network nodes, reduce emphasis on bureaucratic control: direct coordinating mechanisms. E. g. designing good structures, efective staing practices. If expat at hq lots of control, via culture of parent/national culture vs if staing control via 3rd country, less corporate/national culture. E. g. visits by head oice people and regular meetings to allow employees around the world to consult and troubleshoot - often videoconferencing: indirect coordinating mechanisms. E. g. feedback reports re: last quarter sales and inancial performance. Foreign subs complication: inancial variables e. g. exchange rates, inlation, transfer prices, accounting standards. Us mncs monitor subsidiary outputs, rely on more frequently reported performance data than european mncs. Eu assigns more parent nationals in key foreign positions, higher level of behavior control. Implication: us system measures more quantiiable, better comparison of subs performnace. Eu more qualitative, focus on unique situations but harder to compare.
