Abstract
The paper has 2 major objectives: first, to identify control and delegation issues confronting multinational corporation managers; second, to develop a conceptual model to assist multinational corporation managers in selecting appropriate control systems and determining the extent of delegation to be provided to subsidiary managers. Finally, the paper suggests directions for future research.
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*B. R. Baliga is Assistant Professor of International Business and Business Policy in the College of Business Administration, Texas Tech University. He is the co-author of two books on Multinational Corporation Strategy and several articles in strategic management.
**Alfred M. Jaeger is Associate Professor of Organizational Behavior and Management Policy at the Faculty of Management, McGill University. He has written several articles in the areas of multinational management, organizational control, and strategic management and has consulted in these fields.
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Baliga, B., Jaeger, A. Multinational Corporations: Control Systems and Delegation Issues. J Int Bus Stud 15, 25–40 (1984). https://doi.org/10.1057/palgrave.jibs.8490480
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DOI: https://doi.org/10.1057/palgrave.jibs.8490480