Financial Control Systems for Multinational Operations: An Empirical Investigation
As a company expands its operations from a predominately domestic base to a multinational base, it might be expected that its formal systems of reporting and control will undergo some fundamental changes. For example, Hawkins concludes a discussion of this with the statement, “Those responsible for foreign operations need to create management control systems tailored to the peculiar objectives, organization, and environment of their international operations, rather than simply exporting their domestic control systems.”11David F. Hawkins, “Controlling Foreign Operations,” Financial Executive, Vol. 33, No. 2 (February 1965), p. 25. But does this occur in practice? And, more important, should it occur?© 1971 JIBS. Journal of International Business Studies (1971) 2, 11–28
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 2 (1971)
Issue (Month): 2 (June)
|Contact details of provider:|| Web page: http://www.palgrave-journals.com/|
Web page: https://aib.msu.edu/
|Order Information:||Web: http://www.springer.com/business+%26+management/journal/41267/PS2|
When requesting a correction, please mention this item's handle: RePEc:pal:jintbs:v:2:y:1971:i:2:p:11-28. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sonal Shukla)or (Rebekah McClure)
If references are entirely missing, you can add them using this form.