Today, many Multinational Corporations (MNCs) generate more turnover abroad than in their home countries. Their value chain activities are spread across the globe (Porter 1986: 23) and foreign subsidiaries play a crucial role in creating value within and for the MNC. While some MNCs are aware of their subsidiaries’ performance, others have only a vague idea. Evaluation of performance, however, is one central aspect in international management. But why is performance evaluation so important for MNCs and their management?
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