|Author's Email Address
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|Type of Document
||A Study of the Multinational Corporation Organization and Management Control System - Taiwan PCB House as an example|
|Date of Defense
||Subsidiary Organization Type
Subsidiary Strategic Role
Multinational Corporation Organization
Management Control System
||With the relocation of the production base and market of printed circuited board (PCB) industry, the enterprise value activities of Taiwan PCB house extended to overseas gradually, especially to Mainland China. Therefore, the business operation was changed to the complex multinational corporation (MNC) management style from the simple single-side enterprise management style. It is an important issue for MNC to how to design or find the suitable management control system (MCS) and to integrate and allocation the enterprises operation resource to keep the good business performance and achieve MNC’s development goal or target by the suitable MCS.|
The purpose of this study is to investigate the relationship between MNC organization, subsidiary strategic role, MCS and business performance through interview with five Taiwan PCB houses who invested in Mainland China at least five years. The study results are as following:
1.The design of MCS for MNC’s parent company and subsidiaries is based on the subsidiary strategic role, management characteristic and organization type.
2.The parent company of Taiwan MNC would like to modify their own MCS while subsidiary’s business operation scale or situation has any change.
3.Since the MCS is executed efficiently, the operating performance of these case companies can be kept at a certain level.
||Cher-Min, Fong - chair|
Cher-Hung, Tseng - co-chair
Mei-Chiun, Tseng - advisor
Pei-How, Huang - advisor
Indicate in-campus at 5 year and off-campus access at 5 year.|
|Date of Submission