Abstract
The aim of this study was to investigate the reciprocal relationships between different types of organizational control (market, bureaucratic, clan and output control) and different dimensions of organizational culture in different subsidiaries (located in Germany, USA, India and China) of a multinational corporations (MNCs). In order to identify which types of organizational control mechanisms were related to which dimensions of organizational culture, firstly, organizational culture of each subsidiary was analyzed. It was found that organizational culture change across the different subsidiaries of the same MNC. Moreover, it was identified that organizational control mechanisms had very different effects on organizational culture dimensions in different subsidiaries. Specifically, a control mechanism had a positive effect on an organizational culture dimension in a subsidiary, while it had no significant or had significant negative effect on the same organizational culture dimension in a different subsidiary. Key words: Organizational control, organizational culture, multinational corporations (MNCs).
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