Abstract
This chapter and the next one bring in explanations of the described detailed management control practices and conclude with propositions. Clearly the data show some overlapping in practices between countries although differences are quite sharp. ‘Cultural explanations’ are thus important but not sufficient. The close relationship seen between planning structure and control, for instance, shows that resorting only to country factors for explanation will not be enough. The next chapter will bring in both impacts on selected features of control, while this one focuses on country factors only, as it draws on secondary sources only. A summary of the findings across countries is first presented. The central question answered in this chapter is: ‘What lies behind the observed differences in control practices by country?’ What plausible explanations may be advanced to account for these differences? The discussion draws heavily on secondary sources and is consequently frankly speculative.
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Notes
M. Ivens, ‘Behind the Organization Man’, Twentieth Century, vol. 17, no. 3 (Spring 1965) pp. 21–2.
D. Granick, The European Executive (New York: Doubleday, 1962).
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Michel Crozier, The Bureaucratic Phenomenon (Chicago: University of Chicago Press, 1964).
See for instance Francois Bourricaud, ‘Sociologie du Chef d’Entreprise: le Jeune Patron’, Revue Economique, vol. 6 (November 1958), pp. 896–911.
I7. See for instance J. R. Pitts, ‘The Bourgeois Family and French Economic Retardation’, PhD thesis (Boston: Harvard University, 1957);
G. X. Trepo, ‘The Introduction of Management by Objectives in France: Reality of Ritual?’ Doctoral thesis (Boston: Harvard Business School, 1971).
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© 1980 Jacques Henri Horovitz
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Horovitz, J.H. (1980). Influences Contributing to Differences in Control Practices Between Countries. In: Top Management Control in Europe. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-16357-1_9
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DOI: https://doi.org/10.1007/978-1-349-16357-1_9
Publisher Name: Palgrave Macmillan, London
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