Abstract
Between the late 1980s and early 1990s, Korean electronics multinationals have changed their organisation strategy and structure in response to environmental changes, in broadly similar ways.
There are, however, significant differences in performance and in the changes they have made to their strategic control processes. It seems that Korean multinationals with strong formal control processes perform better than those with other control processes.
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© 1995 Springer Fachmedien Wiesbaden
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Kim, YH., Campbell, N. (1995). Strategic Control in Korean MNCs. In: Kumar, B.N. (eds) Euro-Asian Management and Business I. Management International Review Special Issue. Gabler Verlag, Wiesbaden. https://doi.org/10.1007/978-3-322-90983-1_8
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DOI: https://doi.org/10.1007/978-3-322-90983-1_8
Publisher Name: Gabler Verlag, Wiesbaden
Print ISBN: 978-3-409-13772-0
Online ISBN: 978-3-322-90983-1
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