The structure, control and coordination processes are the same whether they take place in a domestic company, a multinational company with a network of foreign affiliates, or a specific IJV. It is the extent, the focus, and the mechanisms used to organize those activities that differ. More coordination is needed in global companies because of uncertain working environments and information systems and because of the variable loci of decision making. Additional complexities attributable to varying labor relations systems compound the challenge of organization and control. These dynamic conditions confound the task of integrating and controlling a worldwide network of subsidiaries, joint ventures, and contractual relationships. Headquarters managers must design appropriate systems to take into account those variables and to evaluate performance.
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