Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system
Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system
复制标题
日本在华子公司的控制与协调：外籍管理体系的问题
DOI：
10.1080/09585190210134273
复制
发表时间：
2002
期刊：
影响因子：
--
通讯作者：
J. Legewie
中科院分区：
文献类型：
--
作者：
J. Legewie
本文分析了日本跨国公司协调在华子公司活动的国际管理控制体系。它侧重于日本侨民在这一IMC系统中的作用，并评估他们的表现。在此过程中，它提供了一个全面的评价，在当前的中国商业环境中的日本整合营销传播模式的组织适合度。以日本企业为对象，分析找出不协调的领域，并解释了问题的根本原因，以外籍人士为中心的IMC模式。本文认为，日本在中国（和世界其他许多地方一样）的外派人员管理体制仍然具有“内人-局外人”心态的特征，这种心态阻碍了海外业务“跨国”意义上的真实的国际化。
This paper analyses the international management control (IMC) system that Japanese multinational companies (MNCs) employ to co-ordinate the activities of their subsidiaries in China. It focuses on the role of Japanese expatriates in this IMC system and assesses their performance. In the process, it offers a comprehensive evaluation of the organizational fit of the Japanese IMC model within the current Chinese business environment. Taking Japanese firms as the subject, the analysis identifies areas of incongruity and explains the underlying reasons for problems with expatriate-focused IMC models. In doing so, this paper argues that the Japanese expatriate-based control system in China (as in many other parts of the world) continues to be characterized by an insider-outsider mentality that prevents a real internationalization of overseas operations in the 'transnational' sense.