Suchergebnisse

The main purpose of this study was to examine analytically the conflicting issues and causes of conflict between multinational corporations (MNCs) and host governments and MNCs and other publics in six countries (Brazil, India, Malaysia, Peru, Singapore, and Thailand). Though the nature and intensity of conflict was conceptually the central focus of our study, it was intended to serve as a springboard to examine broader intra-and interorganizational practices and behavior of the multinationals. Data for this study were collected through interviews with senior executives of 124 MNCs and governmental officials and other knowledgeable persons in these six countries. Analysis of the data indicates that the ownership or national origin of MNC, the expectational differences between MNCs and host governments, and prevailing market conditions were related to the nature and intensity of conflict between the MNCs and the host governments. Surprisingly, the relative size, level of technology employed, level of diversification, period of operation in the host country, and some other internal attributes of the MNCs examined were not found to be significantly related to conflict.

The results of a comparative study of thirty manufacturing firms in India indicated that the most effective organizations tended to choose a unidimensional strategy of administrative control. This strategy consisted of the use of formalized procedures to control decentralized decision-making with respect to both human and material resources. The least effective firms chose a similar strategy of control, however they emphasized mainly those procedures involving the control of material resources and tended to neglect their human resources in this respect. These results are interpreted as evidence in favor of normative theory of administrative control in organizations. The most effective strategy for maintaining indirect control over a decentralized decision-making process appears to be one which effectively integrates the rational material resource controls with the more intangible human resource control mechanisms.