- Focuses on dynamic management control processes by four large US multinational corporations of their China operations.
- Based on the author’s own research, including personal interviews with senior managers, and discussions with consultants, lawyers, and government officials.
- Reviews internal as well as publicly available company documents, and books, newspapers and periodicals dealing with relevant industries and with China.
- Enables readers to understand how multinational corporations are managed.
- Facilitates the development of a coherent theory of management control.
Part I: Theory and Context.
1 Control and Coordination within Multinational Corporations: The undeveloped state of theory.
2 Multinational Corporations in China: The institutional context.
Part II: The Cases.
3 “According to Plan”: Control and coordination through the discipline of planning in an American multinational corporation in China.
4 “Control and Coordination through Goals”: The role of a paramount corporate goal in managing an American multinational corporation in China.
5 “Global Replication”: Coordination through the discipline of replication of organizational processes in an American multinational corporation in China.
6 “The Genetics of an Operating System”: Control and coordination through the transmission of shared management processes in an American multinational corporation in China.
Part III: Comparison and Analysis across the Cases.
7 Cross-Case Comparison Summary.
8 Setting Goals, Selecting Strategies, and Adopting Organizational Forms.
9 Controlling and Coordinating People: Human resources management policies and practices.
10 Control and Coordination of Money and Factories: Finance and manufacturing.
11 Control and Coordination of Responses to China’s Institutional Environments.
Conclusion: Informing the Theory and Practice of Control and Coordination in the Multinational Corporation.