Strategies, Decentralization, and Controls in Internationalized Finnish Firms

Finnish Journal of Business Economics, No. 1, pp. 35-57, 2001

Posted: 15 Dec 2008 Last revised: 22 Dec 2008

See all articles by Lili-Anne Kihn

Lili-Anne Kihn

University of Tampere, Faculty of Management

Abstract

Data collected from 103 senior managers from 60 internationalized Finnish firms suggests that, on average, headquarters (HQs) have placed a very high weight on formal controls, and selected relatively high degrees of decision-making decentralization and multidomestic strategy. The degree of multidomestic (/global) strategy appears to partially impact the relative weight placed on controls in the performance evaluation of overseas managers. While an indirect link is not detected through decentralization, a relatively small, but statistically significant, direct link is found between the degree of multidomestic (/global) strategy and the relative weight placed on financial (/operational and behavioral) controls. This suggests that HQs may use controls to facilitate the implementation of a selected strategy, even if the degree of decentralization is not influenced by the strategy.

Keywords: Controls, Decentralization, Managerial performance evaluation, Multidomestic and global strategies, survey

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JEL Classification: M4, M40, M41

Suggested Citation

Kihn, Lili-Anne, Strategies, Decentralization, and Controls in Internationalized Finnish Firms. Finnish Journal of Business Economics, No. 1, pp. 35-57, 2001, Available at SSRN: https://ssrn.com/abstract=1315410

Lili-Anne Kihn (Contact Author)

University of Tampere, Faculty of Management ( email )

Kanslerinrinne 1
Tampere, 33014
Finland

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