Managerial control in a Japanese electronic manufacturing company in Hong Kong

by Tam, Sze-wan

Abstract (Summary)
(Uncorrected OCR) Abstract of thesis entitled

Managerial Control in a

Japanese Electronic Manufacturing Company in Hong Kong

submitted by

Tam Sze Wan

for the degree of Master of Philosophy at the University of Hong Kong

in December 1998

The objective of this thesis is to investigate the formation of managerial control

in a Japanese copier-manufacturing subsidiary in Hong Kong, referred to here as the

Company. The first part of this study outlines the various contexts in which

managerial control in the Company is formed. The business strategy of the Parent

Company, its overseas transferee selection system, and the social characteristics of

both the Japanese expatriates and local staff are shown to influence the formation of

managerial control in the Company.

The second part of this study describes how managerial control is negotiated

among the Japanese management staff of the Parent Company, Japanese management

staff, and local management staff of the Company. The Japanese management staff in

headquarters and the Japanese management staff in the Company have not been a

homogeneous group. The former seeks to attain the corporate goals of reducing

production costs and keeping a tight institutional control over the Company.

Whereas, the latter attempts to maintain a personal control over their local subordinates. For local management staff, while some are concerned with advancing their careers within the Company, there are also some who are indifferent to their career development.

Their different interests as specified in the various contexts influence the way

they exercise managerial control, and thus, its formation in the Company. It is argued that local management staff are not passive agents manipulated by Japanese management to help them to manage local employees. They can also take an active role in shaping managerial control in the Company. The participation of the different interest groups in the negotiating process highlights the multilateral and dynamic nature of managerial control.

Finally, this study reveals that the improper execution, among other factors, has

made managerial control in the Company counterproductive. This study therefore proposes that when examining the transferability of parent management practices across countries, we should put the company concerned in different contexts and examine both economic, cultural and other factors.

Bibliographical Information:


School:The University of Hong Kong

School Location:China - Hong Kong SAR

Source Type:Master's Thesis

Keywords:corporations japanese china hong kong management electronic industries industrial companies


Date of Publication:01/01/1999

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