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Financial Control Systems for Multinational Operations: An Empirical Investigation

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  • J M McInnes

Abstract

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

Suggested Citation

  • J M McInnes, 1971. "Financial Control Systems for Multinational Operations: An Empirical Investigation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 2(2), pages 11-28, June.
  • Handle: RePEc:pal:jintbs:v:2:y:1971:i:2:p:11-28
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    Cited by:

    1. Ernst, Dieter, 1997. "From Partial to Systemic Globalization: International Production Networks in the Electronics Industry," UCAIS Berkeley Roundtable on the International Economy, Working Paper Series qt7326w69k, UCAIS Berkeley Roundtable on the International Economy, UC Berkeley.
    2. Igor Gurkov, 2015. "Russian Manufacturing Subsidiaries of Western Multinational Corporations: Support from Parents and Cooperation with Sister-Subsidiaries," HSE Working papers WP BRP 37/MAN/2015, National Research University Higher School of Economics.
    3. Istemi. Demirag & Cristina De Fuentes, 1999. "Exchange rate fluctuations and management control in UK-based MNCs: an examination of the theory and practice," The European Journal of Finance, Taylor & Francis Journals, vol. 5(1), pages 3-28.

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