Titlebook: Management Control in Central and Eastern European Subsidiaries; Barbara Brenner Book 2009 Palgrave Macmillan, a division of Macmillan Pub

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e of the most lucid accounts of the above questions, it provides enlightening reading for all those seeking answers, including students, lecturers, researchers and philosophers of science..978-3-030-91793-7978-3-030-91794-4Series ISSN 2192-4791 Series E-ISSN 2192-4805

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Major Findings,a model which sheds light onto how the context and perceptions of CEE culture influences the applicability and choice of control mechanisms of MNC HQ in their CEE subsidiaries. Figure 8.1 below depicts the relationships established based on the analysis of our data.

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Method,ently, comparison and statistical aggregation of data is facilitated, leading to a generalizable set of findings, with the validity of findings being dependent on the careful construction of the instruments used (Patton, 2002).

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The Concept of Management Control,rted on the subordinates to seek their compliance with organizational goals (Simons, 1995). ‘Management control is the back end of the management process’ (Merchant, Van der Stede, & Zheng, 2003). The number of definitions of management control per se is legion, however, they ‘a(chǎn)ll relate to the proc

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Cultural Research on Central and Eastern Europe,ot the insights derived from the above literature review do also apply in a CEE context. We have shown that culture impacts the applicability of MNC control and will therefore briefly introduce the findings of existing cultural studies on CEE which might render explanations for cultural specifics as