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dc.contributor.authorSvishchev, Roman
dc.date.accessioned2011-08-08T10:32:52Z
dc.date.available2011-08-08T10:32:52Z
dc.date.issued2011
dc.identifier.urihttp://hdl.handle.net/11250/140776
dc.descriptionMasteroppgave i bedriftsøkonomi - Universitetet i Nordland, 2011en_US
dc.description.abstractIn this case study I have described two companies: Norwegian-Russian joint venture Rossnor and Reinertsen NWR, founded as a foreign direct investment of a parent company. I have analyzed management control systems of both companies with focus on challenges, arising in cross-cultural settings. This research indentifies and questions differences in myths of Russian and Norwegian management and shows how they can be resolved through the use of management control. Pursuing the goal of establishing links between different types of myths, challenges for managers and design of management control system a model of process relationship has been developed. The contribution of this model is that it emphasizes the necessity of two types of organizational learning as tools for reconsidering beliefs and assumptions of managers and redesigning management control systems, based on changes and new myths, with purpose to handle new challenges. Case of Rossnor proved that double-loop learning is critical for joint ventures and should supplement single-loop learning.en_US
dc.language.isoengen_US
dc.publisherUniversitetet i Nordlanden_US
dc.subjectbedriftsøkonomien_US
dc.subjectøkonomistyringen_US
dc.titleWhen management myths collide? : case study of management control systems in two Norwegian companies, operating in Russiaen_US
dc.typeMaster thesisen_US
dc.subject.nsiVDP::Social science: 200::Economics: 210::Business: 213en_US
dc.source.pagenumber120en_US


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