Abstract
The integration of French and British subsidiaries into U.S.-based multinationals is examined. A theory linking the use of control and coordination mechanisms to the need for predictability, flexibility, and the cost of achieving them is investigated by relating organizational structure, technology, foreign commitment, financial performance, and nationality to the use of coordination and control.
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*David Cray is Assistant Professor of Human Resource Management at the Carleton University School of Business, Ottawa, Canada He is currently co-authoring a book based on the Bradford Studies of Strategic Decision Making. He is also engaged in extending the concepts outlined in this paper through a study of Canadian subsidiaries of U.S.-based multinationals.
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Cray, D. Control and Coordination in Multinational Corporations. J Int Bus Stud 15, 85–98 (1984). https://doi.org/10.1057/palgrave.jibs.8490483
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DOI: https://doi.org/10.1057/palgrave.jibs.8490483