Eger hoff,1986; Norja & ghoshal, 1994). Mueghoff， 1986； Nolla & ghoshal， 1994)。 However, since then, new challenges and opportunities have emerged in global business.
The environment appeared. The environment appeared. In many countries, the enterprise economy has been replaced by the management economy, and the new enterprise economy has replaced the economic management of many countries.
Multinational companies can obtain knowledge-based factors of production from some places (Audretsch & serik, 200 1). Knowledge-based factors of production, possibly from multinational companies, have appeared on the website (Audretsch & Thurik, 200 1).
Multinational companies can now use innovative and cost-saving global procurement to develop and utilize knowledge in countries such as India and China (Farrell, 2005; Levy，2005)。 Multinational companies can now make full use of the innovation and cost saving of global procurement to develop and utilize knowledge in Indian and China countries (Farrell, 2005; Levi，2005)。 Keywords political system change, regional integration, political system change, regional integration,
The power of globalization and the strong development of information and communication technology (Archibugi & the power of globalization and the strong development of information and communication technology (Chibuki, Cahard &
Iam Marino, 2002) also helps to explain how multinational companies organize and control them. Iam Marino, 2002) also helps to re-evaluate how multinational companies organize and control themselves. Recent scholars
There is a quiet right and courage to pay attention to the decentralization and autonomy within multinational corporations as an important way, so it is very correct to draw attention to the decentralization and autonomy of multinational corporations as an important way.
Ongoing academic research (Patterson & Brock, 2002; Jan & ampTavares, 2004). Ongoing academic research (Bai & Brock, 2002; Jane tavares, 2004).
We put forward and tested a new decentralization model of multinational corporations, a model based on management control theory.
International background. International background. We pay special attention to decentralization as a dependent variable, and think that we pay attention to all aspects of decentralization as a dependent variable.
We must consider the internal corporate culture and external national culture. When analyzing multinational companies, we must take into account the internal corporate culture and external national culture of multinational companies.
Decentralization. Decentralization. Corporate culture is very important for organizational decision-making, because it represents the ideological system, and corporate culture is very important for organizations, because it represents the ideals of systems and organizations.
Belief in the organization; It is the "normative glue" that binds tissues together (Smircich, 1983, p. 344). The organization of faith is the organization that regulates the glue''' and holds * * * (Smircich, 1983, p.344). National citizen
Culture is also extremely relevant, because managers' explanations and responses to strategic issues vary according to their cultures, and they are also extremely relevant, and managers' explanations and strategic issues also vary according to them.
Cultural characteristics (Schneider & De Meyer, 199 1). Cultural characteristics (Schneider and Germany? Meyer, 199 1 year). There is a small prior study to put the enterprise and national culture, which is rarely studied in advance, taking into account the enterprise and national culture.
When analyzing the determinants of decentralization of multinational corporations, consider them together (Young & ampTavares, 2004). When it comes to the determinants of common consideration, it analyzes the decentralization of multinational corporations (Yang and Tavares, 2004).
We solve this gap by paying attention to the particularity of enterprise innovation and the common values as enterprise indicators. We solve this gap and pay special attention to enterprises with innovative spirit and * * * same values as indicators.
Culture. Culture. As far as national culture is concerned, we consider the national culture of hofstede (1980, 1997) from two dimensions, and we think that the national cultural family of hofstede (1980, 1997) and.
The viewpoint of the host country, and the overall cultural distance between the country and the host country (Kogut & Singh, 1988). The host country's perspective and the distance of the whole culture (Kogut and Singh, 1988).
It is important that the research design we use is different in our country and the host country. Importantly, the research design we use has changed the home country and the host country. This is a new method, a new method,
It is helpful to the importance of depreciation literature of multinational companies, and helps multinational companies to disperse literature through testing the importance of internal and external factors.
Distribution of decision-making power within modern multinational corporations. Distribution decision-making power is a modern multinational company.