Nurdin International Business Control, Reporting and Corporate Governance

Global business best practice across cultures, countries and organisations
1. Auflage 2011
ISBN: 978-0-08-094214-8
Verlag: Elsevier Science & Techn.
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 240 Seiten, Web PDF

This book is designed to help Business Controllers / Accountants / Finance Directors / Bankers / Financial Analysts / Business Consultants to understand that International Business Control is much more than just a business being IFRS and US GAAP compliant, or just an extension of the domestic HQ control system.
•Go beyond IFRS and GAAP to see what best practice measures can be put in place to avoid global business failure
•Look at the cross-cultural issues surrounding global businesses and be easy to read, understandable and easy to memorize - a practical book for the busy financial and business control manager
•Combine case studies of the best global businesses who have wide global practice (eg GE, du Pont de Nemours, Toyota, Siemens, Valéo, Scania, etc.) with advanced academic research

Georges Nurdin, MSc., MBA, Ph.D, FinstD, studied international business, management and economics in Oxford (UK), Paris (France), Berlin (Germany) and in the USA. For over 20 years he held global divisional CFO, CEO and Director positions in leading American and European multinational corporations, including GE, Du Pont de Nemours, L&G-Siemens and Valéo. His extensive international experience spans Europe, Russia, the Middle East, Africa, the Americas and Asia.
For the last ten years Dr Nurdin has advised private and public sector boards and international organisations on international business, economics, trade and cross cultural management.
Dr Nurdin authors articles and
publications and regularly delivers lectures and conferences in leading world business schools.

Autoren/Hrsg.

Nurdin, Georges

Inhaltsverzeichnis

1;Front cover;1
2;International business control reporting and corporate governance;4
3;Copyright page;5
4;Table of contents;6
5;List of figures;10
6;Foreword;12
7;About the author;18
8;Chapter 1 Preface;20
9;Chapter 2 From domestic business controlling to international business controlling;26
9.1;2.1 From audit/procedures-based conformity to (co) piloting;28
9.2;2.2 From "ex post" control to "ex ante" control;30
9.3;2.3 From simple, linear and predictable to complex, turbulent, non-linear and non-predictable;32
9.4;Summary;34
10;Chapter 3 The different business-controlling models according to the different phases of internationalisation process/dynamics;36
10.1;3.1 From the "first landing" phase to the "go native" phase of dynamic internationalisation;38
10.2;3.2 From the "go native" to the "multinational" phase;63
10.3;Summary;76
11;Chapter 4 Business and their control related issues;78
11.1;4.1 The five fundamental factors that determine, characterise and measure cultural influences;80
11.2;4.2 The different communication patterns according to cultures and ad hoc reporting styles and contents (explicit, non-explicit, direct or circular, etc.);82
11.3;4.3 The different business organisations and their relative fit or misfits with main business cultures (why matrix is sometimes a mess, why flat organisations are not always working, etc.);87
11.4;4.4 The different cultural attitudes towards control and the relative (in)adequacy of the most common reporting systems;91
11.5;4.5 Planning, budgeting and other "future telling" dimensions: their relative (non)importance in different cultural areas. The specific cases of China and India. The notion of time and their related controlling points:…;96
11.6;4.6 Delegation of authority (budgets, projects, subsidiaries) versus cultures (collective/shared authority);107
11.7;4.7 The "people" versus "numbers" model: How does it affect reporting and controlling?;109
11.8;Summary;114
12;Chapter 5 Roles and competences of business controlling according to different cultural models;116
12.1;5.1 Latin;118
12.2;5.2 Germanic;122
12.3;5.3 British;124
12.4;5.4 North American;126
12.5;5.5 Scandinavian;130
12.6;5.6 Japanese/Asian;131
12.7;Summary;134
13;Chapter 6 How should business controlling be shaped to best fit with phases of internationalisation dynamics, cultures and critical factors?;136
13.1;6.1 The different patterns;138
13.2;6.2 The North American MNC's business style and controlling attitude;139
13.3;6.3 The European MNC;142
13.4;6.4 The M&As;158
13.5;Summary;162
14;Chapter 7 Which profile for which type of international business controller?;166
14.1;7.1 The international HQ Group Controller;168
14.2;7.2 The international resale trading subsidiary controller;172
14.3;7.3 The international manufacturing subsidiary controller;173
14.4;7.4 The international joint venture controller;179
14.5;7.5 The international project controller;184
14.6;Summary;187
15;Chapter 8 Controlling for international enduring performance: the dawning of a revolution – generating and controlling global enduring performance;190
15.1;8.1 What really is an international business-enduring performance?;194
15.2;8.2 The fundamental underlying drivers behind the "everlasting" success: the N12 MODEL;198
15.3;8.3 The new control keys "soft" factors last longer than "hard" factors, scoring the N12 MODEL, the I[sup(2)]Q, diagnostic, prognostic and remedies;205
15.4;8.4 How to implement the new grid: monitor your cultural factors;208
15.5;Summary;212
16;Chapter 9 Controlling for the environment;214
16.1;9.1 Sustainable growth: just an oxymoron?;217
16.2;9.2 Entropy versus infinity: Malthus, Georgescu, Meadows versus Brundtland;217
16.3;9.3 Nicholas Stern on environment economics: the economic argument;220
16.4;9.4 The IIRR;221
16.5;9.5 How to control: from today's best concepts issuing from the UN and related think-tanks to real business world best practices;222
16.6;Summary;228
17;Chapter 10 Conclusion;230
18;Index;236
18.1;A;238
18.2;B;238
18.3;C;238
18.4;D;238
18.5;E;238
18.6;F;239
18.7;G;239
18.8;H;239
18.9;I;239
18.10;J;240
18.11;K;240
18.12;L;240
18.13;M;240
18.14;N;240
18.15;O;240
18.16;P;240
18.17;Q;240
18.18;R;240
18.19;S;241
18.20;T;241
18.21;U;241
18.22;V;241
18.23;W;241