Control and organizational learning in MNCs: Proposal of a framework

Olivier De La Villarmois, Christophe Benavent, Firmanzah

Research output: Chapter in Book/Report/Conference proceedingConference contributionpeer-review

Abstract

For many companies the process of internationalization strategy leads them to operate in many countries spread over whole continents; they are then confronted with the increasing risks related to uncertainty which rapidly developing countries present (e.g. Argentina in 2001 or Asia in 1997). The MNCs must thus deal with a great number of local heterogeneous situations, fast growth in one, crisis elsewhere, which require local adaptive capacities, but at the same time require the implementation of coordination mechanisms or effective control systems, which do not paralyse initiative and innovation. While considering that "the suitability of the control systems to desired forms of learning within the strategy framework ensures a certain organizational performance", we will reformulate the traditional integration/ differentiation dilemma in terms of control/ learning interactions. This change has the advantage of posing a traditional problem in a more dynamic way. We will describe these interactions in order to propose an analysis grid.

Original languageEnglish
Title of host publicationProceedings of 2006 International Conference on Management Science and Engineering, ICMSE'06 (13th)
Pages2310
Number of pages1
DOIs
Publication statusPublished - 2007
Event2006 International Conference on Management Science and Engineering, ICMSE'06 - Lille, France
Duration: 5 Oct 20067 Oct 2006

Publication series

NameProceedings of 2006 International Conference on Management Science and Engineering, ICMSE'06 (13th)

Conference

Conference2006 International Conference on Management Science and Engineering, ICMSE'06
Country/TerritoryFrance
CityLille
Period5/10/067/10/06

Keywords

  • Control
  • Local/global
  • Multinational corporations
  • Organizational learning

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