International business control, reporting and corporate governance: [global business best practice across cultures, countries and organisations]
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Amsterdam [u.a.]
Elsevier
2009
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVIII, 222 S. graph. Darst. |
| ISBN: | 9780750683838 075068383X |
Internformat
MARC
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| 245 | 1 | 0 | |a International business control, reporting and corporate governance |b [global business best practice across cultures, countries and organisations] |c Georges Nurdin |
| 264 | 1 | |a Amsterdam [u.a.] |b Elsevier |c 2009 | |
| 300 | |a XVIII, 222 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
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| 650 | 4 | |a Multinationales Unternehmen | |
| 650 | 4 | |a Corporate governance | |
| 650 | 4 | |a Corporate governance |v Case studies | |
| 650 | 4 | |a International business enterprises |x Finance |x Management | |
| 650 | 4 | |a International business enterprises |x Finance |x Management |v Case studies | |
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Datensatz im Suchindex
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|---|---|
| adam_text | Table of contents
List of figures jx
Foreword xi
About the author xvii
1 Preface 1
2 From domestic business controlling to international
business controlling 7
2.1 From audit/procedures-based conformity to
(co) piloting 9
2.2 From ex post control to ex ante control 11
2.3 From simple, linear and predictable to complex,
turbulent, non-linear and non-predictable 13
Summary 15
3 The different business-controlling models according
to the different phases of internationalisation
process/dynamics 17
3.1 From the first landing phase to the go native
phase of dynamic internationalisation 19
3.2 From the go native to the multinational phase 44
Summary 57
4 Business and their control related issues 59
4.1 The five fundamental factors that determine,
characterise and measure cultural influences 61
4.2 The different communication patterns according to
cultures and ad hoc reporting styles and contents
(explicit, non-explicit, direct or circular, etc.) 63
4.3 The different business organisations and their
relative fit or misfits with main business cultures
(why matrix is sometimes a mess, why flat
organisations are not always working, etc.) 68
Table of contents
4.4 The different cultural attitudes towards control
and the relative (in)adequacy of the most common
reporting systems 72
4.5 Planning, budgeting and other future telling
dimensions: their relative (non)importance in
different cultural areas. The specific cases of China and
India. The notion of time and their related controlling
points: target settings, plans, return on investments,
pay back period versus different cultures vis a vis time:
linear, circular, finite, infinite, recurring, etc. 77
4.6 Delegation of authority (budgets, projects, subsidiaries)
versus cultures (collective/shared authority) 88
4.7 The people versus numbers model: How does
it affect reporting and controlling? 90
Summary 95
5 Roles and competences of business controlling according
to different cultural models 97
5.1 Latin 99
5.2 Germanic 103
5.3 British 105
5.4 North American 107
5.5 Scandinavian 111
5.6 Japanese/Asian 112
Summary 115
6 How should business controlling be shaped to best fit
with phases of internationalisation dynamics, cultures
and critical factors? 117
6.1 The different patterns 119
6.2 The North American MNC s business style and
controlling attitude 120
6.3 The European MNC 123
6.4 The M As 139
Summary 143
7 Which profile for which type of international business
controller? 147
7.1 The international HQ Group Controller 149
Table of contents
7.2 The international resale trading subsidiary controller 153
7.3 The international manufacturing subsidiary controller 154
7.4 The international joint venture controller 160
7.5 The international project controller 165
Summary 168
8 Controlling for international enduring performance:
the dawning of a revolution - generating and
controlling global enduring performance 171
8.1 What really is an international business-enduring
performance? 175
8.2 The fundamental underlying drivers behind the
everlasting success: the N12 MODEL 179
8.3 The new control keys soft factors last longer
than hard factors, scoring the N12 MODEL,
the I2Q, diagnostic, prognostic and remedies 186
8.4 How to implement the new grid: monitor your
cultural factors 189
Summary 193
9 Controlling for the environment 195
9.1 Sustainable growth: just an oxymoron? 198
9.2 Entropy versus infinity: Malthus, Georgescu,
Meadows versus Brundtland 198
9.3 Nicholas Stern on environment economics: the
economic argument 201
9.4 The IIRR 202
9.5 How to control: from today s best concepts issuing
from the UN and related think-tanks to real business
world best practices 203
Summary 209
10 Conclusion 211
Index 217
List of figures
Figure 3.1 Principal to Agent: economic functions
performed and remuneration models. 35
Figure 3.2 Cost/function performed principal/agent. 38
Figure 3.3 International business development model main
phases and corresponding economic functions performed. 51
Figure 3.4 Increasing controlling complexity according to
internationalisation phases. 54
Figure 3.5 Complexity outgrows the number of entities in the
MNC (square function). 55
Figure 3.6 Simplified economic, financial and physical
flows within an MNC up to 75% of flows are intra group
transactions. 56
Figure 4.1 Controlling cultural orientations. 73
Figure 4.2 Cultures drive P L structures. 74
Figure 8.1 N12 MODEL. 179
Figure 8.2 A versus B I2Q. 192
Figure 9.1 Integrative internal rate of return. 203
Figure 9.2 Triple bottom line reporting. 204
|
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| ctrlnum | (OCoLC)229031707 (DE-599)HBZHT015648134 |
| dewey-full | 658.1599 |
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| dewey-ones | 658 - General management |
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| discipline | Wirtschaftswissenschaften |
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| id | DE-604.BV035244726 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:29:28Z |
| institution | BVB |
| isbn | 9780750683838 075068383X |
| language | English |
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| physical | XVIII, 222 S. graph. Darst. |
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| publisher | Elsevier |
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| spelling | Nurdin, Georges Verfasser aut International business control, reporting and corporate governance [global business best practice across cultures, countries and organisations] Georges Nurdin Amsterdam [u.a.] Elsevier 2009 XVIII, 222 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Multinationales Unternehmen Corporate governance Corporate governance Case studies International business enterprises Finance Management International business enterprises Finance Management Case studies Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Controlling (DE-588)4070102-5 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Multinationales Unternehmen (DE-588)4075092-9 s Controlling (DE-588)4070102-5 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017050458&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Nurdin, Georges International business control, reporting and corporate governance [global business best practice across cultures, countries and organisations] Multinationales Unternehmen Corporate governance Corporate governance Case studies International business enterprises Finance Management International business enterprises Finance Management Case studies Multinationales Unternehmen (DE-588)4075092-9 gnd Controlling (DE-588)4070102-5 gnd |
| subject_GND | (DE-588)4075092-9 (DE-588)4070102-5 (DE-588)4522595-3 |
| title | International business control, reporting and corporate governance [global business best practice across cultures, countries and organisations] |
| title_auth | International business control, reporting and corporate governance [global business best practice across cultures, countries and organisations] |
| title_exact_search | International business control, reporting and corporate governance [global business best practice across cultures, countries and organisations] |
| title_full | International business control, reporting and corporate governance [global business best practice across cultures, countries and organisations] Georges Nurdin |
| title_fullStr | International business control, reporting and corporate governance [global business best practice across cultures, countries and organisations] Georges Nurdin |
| title_full_unstemmed | International business control, reporting and corporate governance [global business best practice across cultures, countries and organisations] Georges Nurdin |
| title_short | International business control, reporting and corporate governance |
| title_sort | international business control reporting and corporate governance global business best practice across cultures countries and organisations |
| title_sub | [global business best practice across cultures, countries and organisations] |
| topic | Multinationales Unternehmen Corporate governance Corporate governance Case studies International business enterprises Finance Management International business enterprises Finance Management Case studies Multinationales Unternehmen (DE-588)4075092-9 gnd Controlling (DE-588)4070102-5 gnd |
| topic_facet | Multinationales Unternehmen Corporate governance Corporate governance Case studies International business enterprises Finance Management International business enterprises Finance Management Case studies Controlling Fallstudiensammlung |
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