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The International Control Conundrum: The Case of ‘Hyperinflationary’Subsidiaries

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  • Laurent L Jacque

    (University of Pennsylvania)

  • Peter Lorange

    (University of Pennsylvania)

Abstract

Standard methods for financial controls of multinational corporations’ (MNCs) foreign subsidiaries generally provide inadequate managerial support under conditions of extreme environmental turbulence, resulting in a highly distortive performance evaluation system. This article examines the specific conditions of monetary hyperinflation and how existing control systems should be upgraded or environmentalized in order to cope with such operating conditions. A taxonomy of hyperinflationary environments and a control model—based upon variance analysis—aimed at smoothing excessive swings in the performance of foreign operations is developed, thereby correcting for some of the dysfunctionalities in the traditional planning and control processes.© 1984 JIBS. Journal of International Business Studies (1984) 15, 185–201

Suggested Citation

  • Laurent L Jacque & Peter Lorange, 1984. "The International Control Conundrum: The Case of ‘Hyperinflationary’Subsidiaries," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 15(2), pages 185-201, June.
    • Handle: RePEc:pal:jintbs:v:15:y:1984:i:2:p:185-201
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    Cited by:

    1. Kashlak, Roger, 1998. "Establishing financial targets for joint ventures in emerging countries: A conceptual model," Journal of International Management, Elsevier, vol. 4(3), pages 241-258, November.
    2. Boger, Tal, 2018. "On Israel's "Hyperinflation"," Studies in Applied Economics 127, The Johns Hopkins Institute for Applied Economics, Global Health, and the Study of Business Enterprise.
    3. Andreas Hoffjan & Timo Kornetzki, 2005. "Währungsumrechnung im Planungs- und Kontrollprozess," Metrika: International Journal for Theoretical and Applied Statistics, Springer, vol. 16(3), pages 325-348, September.

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