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The Multinational Corporation in China. Controlling Interests. Organization and Strategy

  • ID: 2213278
  • Book
  • August 2006
  • Region: China
  • 260 Pages
  • John Wiley and Sons Ltd
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The Multinational Corporation in China: Controlling Interests addresses how multinational corporations control and coordinate their worldwide affiliates, with a fascinating inside story on contemporary China.

Focusing on the control and coordination by four large US multinational corporations of their China operations, Rudman bases the book on his own original research within the China affiliates of these companies, conducted over a two–year period. Sources include personal interviews with senior managers, as well as discussions with consultants, lawyers, and government officials. Rudman also reviews internal and publicly available company documents, and books, periodicals, and newspapers dealing with relevant industries and with China.

The book concentrates on dynamic management control processes, enabling readers to understand how multinational corporations are managed; its precise definition of control and coordination facilitates the development of a coherent theory of management control. Alongside a clearer understanding of multinational management control, readers will find in this book rich insights into the nature of business relationships in China.

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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.




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Stephen Todd Rudman
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