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International Managerial Performance Evaluation: A Five Country Comparison

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  • Susan C Borkowski

    (La Salle University)

Abstract

This study does not support the generally accepted theory that transnational corporations (TNCs) use different criteria to evaluate managers based on their location (host or home country). If it is assumed that a major TNC strategy is to maximize profits, thus maximizing returns to shareholders, it follows that management decisions are made with this strategy as the desired outcome. Current theory does not address the more global view of the TNC where subsidiaries act in concert to maximize profits, and therefore can be evaluated in a similar fashion. There is some evidence, however, that specific performance evaluation criteria do vary in importance by country.© 1999 JIBS. Journal of International Business Studies (1999) 30, 533–555

Suggested Citation

  • Susan C Borkowski, 1999. "International Managerial Performance Evaluation: A Five Country Comparison," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 30(3), pages 533-555, September.
    • Handle: RePEc:pal:jintbs:v:30:y:1999:i:3:p:533-555
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    Cited by:

    1. Haka, Susan F. & Heitger, Dan L., 2004. "International managerial accounting research: A contracting framework and opportunities," The International Journal of Accounting, Elsevier, vol. 39(1), pages 21-69.
    2. Martina Sageder & Birgit Feldbauer-Durstmüller, 2019. "Management control in multinational companies: a systematic literature review," Review of Managerial Science, Springer, vol. 13(5), pages 875-918, November.
    3. Barreda-Tarrazona, Iván & Georgantzís, Nikolaos & Manasakis, Constantine & Mitrokostas, Evangelos & Petrakis, Emmanuel, 2016. "Endogenous managerial compensation contracts in experimental quantity-setting duopolies," Economic Modelling, Elsevier, vol. 54(C), pages 205-217.
    4. Zheng Wang, 2015. "Delegation and Vertical Externalities," Economics Bulletin, AccessEcon, vol. 35(2), pages 1128-1135.
    5. Fanti, Luciano & Gori, Luca & Mammana, Cristiana & Michetti, Elisabetta, 2014. "Local and global dynamics in a duopoly with price competition and market share delegation," Chaos, Solitons & Fractals, Elsevier, vol. 69(C), pages 253-270.
    6. Riaz, Suhaib & Glenn Rowe, W. & Beamish, Paul W., 2014. "Expatriate-deployment levels and subsidiary growth: A temporal analysis," Journal of World Business, Elsevier, vol. 49(1), pages 1-11.
    7. Kai Zhao, 2015. "Delegation study in asymmetric game," Economia Politica: Journal of Analytical and Institutional Economics, Springer;Fondazione Edison, vol. 32(2), pages 221-244, August.
    8. John S. Heywood & Zheng Wang, 2016. "Strategic delegation under spatial price discrimination," Papers in Regional Science, Wiley Blackwell, vol. 95, pages 193-213, March.
    9. Baldenius, Tim & Reichelstein, Stefan J., 2004. "External and Internal Pricing in Multidivisional Firms," Research Papers 1825r, Stanford University, Graduate School of Business.
    10. Dimitris Manolopoulos & Pavlos Dimitratos & Stephen Young & Spyros Lioukas, 2009. "Technology Sourcing and Performance of Foreign Subsidiaries in Greece: The Impact of MNE and Local Environmental Contexts," Management International Review, Springer, vol. 49(1), pages 43-60, February.

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