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Management Control Systems for International Operations Dr. John C. H. Woo Associate Professor of Accounting California State College at Fullerton During a sabbatical leave Dr. Woo visited fifteen large U.S. companies and their overseas units as well as ten European and Japanese companies in order to conduct an empirical study of management control systems for international operations. The Touche Ross International Executive Office aided Dr. Woo by supplying introductions to our overseas offices and to certain clients. His study is the result of his on-the-spot inquiry and interviews with key executives and managers and his analysis of the primary sources of materials provided. I. Strategic Planning Defining a Company's International Objectives and Organizational Structure In this area, I found an encouraging trend in that an increasing number of the companies covered in this study have formalized, after carefully considering investment opportunities on a world-wide basis, a clearly defined and well integrated set of international objectives. Some companies have broad policies for the acquisition and use of the resources to attain these objectives. However, I found that almost an equal number of the companies visited have failed to systematically establish their objectives on a global basis, and still cling to vague, fragmentary, isolated, and even outdated 39
Object Description
Title |
Management control systems for international operations |
Author |
Woo, John C. H. |
Subject |
Managerial accounting |
Citation |
Tempo, Vol. 16, no. 2 (1970, summer/fall), p. 38-43 |
Date-Issued | 1970 |
Source | Originally published by: Touche Ross, & Co. |
Rights | Copyright and permission to republish held by: Deloitte |
Type | Text |
Format | PDF page image with corrected OCR scanned at 400 dpi |
Collection | Deloitte Digital Collection |
Digital Publisher | University of Mississippi Library. Accounting Collection |
Date-Digitally Created | 2010 |
Language | eng |
Identifier | Tempo_1970_Summer-p38-43e |