Recession in the economy Essay Example | Topics and Well Written Essays - 500 words

Recession in the economy - Essay Example Hence, countries are expected to come up with various macro and microeconomic policies that spur positive growth so that their economies can recover from the menace. Such is the case in Poland if they want to redeem the situation. Consumption forms a critical development criterion in any economy and the state must find measures to spur the vice. The government should first reduce taxes on the basic goods and services as it would reduce the prices of the commodities. Consumers will increase the number of consumption bundles and have an extra income that they can spend on other goods. As a result, the consumption patterns increases that bring more money to manufacturers that they can invest and spur growth in the country. Another measure is by the Poland government to provide subsidies to the producers. The manufacturer's cost of operations will be reduced hence making cheaper commodities (Auerbach, Alan and Yuriy, pg 15). This policy will translate into low prices of goods and service s in the market that will reduce inflation. High consumption results in more sales that lead to high revenues. The firms can hence invest the excess income making them expand and, as a result, hire more workers that reduce unemployment in the economy. Through the central bank of the country, the benchmark lending interest for loans should be reduced to commercial banks. The reduced mortgage rates would be passed to consumers and investments in the form of reduced lending by the commercial bank. More persons and firms would acquire the loan services that they invest in major parts of the country. The policy is necessary because the interest rate is inversely related to investments levels. The higher the interest rate, the lower the investment and the opposite are right (Auerbach, Alan and Yuriy, pg 18). Therefore, due to low rates, investors will expand their production that increases the level of output within the economy. The increased production makes the gross domestic products t o raise that makes the country have a favorable trade balance with her business partners increasing economic growth in the country.

How can Facebook influence people psychologically Research Paper

How can Facebook influence people psychologically - Research Paper Example Among the activities in social networks include exchange of news items, events, messages, videos and photos. But on the other side, I noted that researchers like Bowman, Westerman and Claus (2301) observed that social media would not have any impact on computer skills of the user, hence important for me to find out how else this affects humans. Facebook being the most common of these social networking platforms would be analyzed on how it affects its users psychologically. Megen (57) appreciates Facebook as the most popular social media platform. Since its launch in 2004, it has hit a membership of 800 million users, with half this number visiting the site daily. This platform allows users to post status updates, videos and photos and links which would be viewed by their friends or anyone else on the Internet. Products, brands and organizations have pages where liking them, just as would apply on photos, status and videos posted on a user’s wall, expresses agreement with the content. Facebook requires that users identify themselves with their real names thus allowing friends to search friends on the platform using their names, email addresses, workplace or school attended among other aspects. This platform could be accessed from both a computer and a mobile interface with Internet access. Studies by Pempek, Yermolayeva and Calvert (228) enlightened me on the time spent on Facebook with the researchers observing that on average, US college stude nts spent between 10 and 30 minutes daily on Facebook. The current environment dictates that I have to join Facebook so that I interact effectively and regularly with my peers. More so, I have seen many organizations opening their Facebook pages implying that employees operating such accounts have to be equipped with the skills of using the media. On my side, it would mean that for me to benefit from the opportunities that such organizations offer through their fan pages on Facebook, then, I

Postmodern Theory in Art Essay Example for Free

Postmodern Theory in Art Essay Philosophy refers to the search for truth, existence, knowledge and performance through sense and rationale. Philosophy attempts to study the nature of existence, soundness, impartiality, beauty, mind and language. Art on the other hand refers to the process of arranging elements in a creative manner that makes them appealing to the senses and the emotions. Art includes performance which involves the use of language. The artist Paul McCarthy, born in 1945 in Salt Lake City, learned his art skills at the University of Utah in the year 1969. On his further studies at San Francisco art institute, he studied painting and went further to study film, video and art at the University of Southern California. McCarthy majors his work in video and sculpture having taught performance, video, installation and performance art history at the University of California (Bronfen 214). McCarthy in his works institutes color as a central theme in his story of modern and contemporary work. McCarthy’s life and art works are connected to the practice centered on the role of artists within the cultures and the system of art. In his works he proves a bit of a chocker. The use of language and descriptions of all the American culture that he grew up with, he works towards bending and transforming the familiar into the disturbing. The works of McCarthy definitely removes the dark side of the American dream and presents a selection of postmodern works produced between 1966 and 2006. The philosophies of Kierkegaard involved a unifying factor which evolved around three spheres of existence, which is the aesthetic, the ethical and the religious choice in constant tension. According to Kierkegaard the personal aesthetic enjoyment is in the inconsistent search of pleasure which is self-centered. Comparing the artist Paul McCarthy to this philosophy, it is clear that the philosophy involved beauty and pleasure which is mainly egocentric just like the work of McCarthy which involves the provision of pleasurable activities, through performance and beautiful paintings (Robert Adorno 132). The ethical sphere however is not egocentric but impersonal. It involves a law centered on reasoning as opposed to personal inclination and expediency. Kierkegaard asserts that at this stage, life does not just involve a succession of separate moments of pleasure but is a long range venture which should be structured according to rational principles. The principles according to Kierkegaard’s philosophies do not only include the rules of eventual interest but the conceptual ideologies of morality that describe what an individual should do. Just like Kierkegaard’s ideals, in McCarthy’s attempts to reduce the disadvantages of painting, he resorted to using the body as a canvas. He later involved the use of bodily fluids and foods to act as surrogates in his work. Other than painting the work of McCarthy included transgressive presentation art, psychosexual events which were meant to test the emotions of both the artist and the viewer. McCarthy in his works was known for shocking, sexually charged pieces that feature benign cartoon and pop culture characters reflecting the ideologies of morality which teaches the viewers and the artist on what they should do (Glennie 34). Much of the works of Kierkegaard looks into religious premises like the faith in God, the organization of the Christian church, the Christian ethics and divinity and the emotions and feelings of different people when dealing with the choices of life. Kierkegaard remained the most influential figure in modern philosophy’s consideration just like McCarthy who remained the most influential artist in the postmodern artistry. Kierkegaard believed and insisted on individual rather than collective responsibility before God. In the stage of true religious choice, only a leap of faith that provides a ground for decision is employed, however there are no automatic rational decision procedures. According to the philosophy of Kierkegaard, acknowledgment of the need for religion as a personal dedication to truth is the major component of life. Relating to this principle of Kierkegaard, McCarthy centers his interest within the daily activities of life and the confusion created by such activities. Due to misinformation by people, McCarthy has been taken to be influenced by the Viennese Actionism. Due to his dedication to truth as his life component, McCarthy clarifies that he knew the activities of the group in the 1970s but there exists a big difference between the self deleterious activities of the Viennese and his own performances. This is a reflection that as Kierkegaard’s principle of individual responsibility to God, McCarthy obeys the same principle and would therefore not engage in the injurious activities of the Viennese (Ben 56). The view of Kierkegaard on the free press can be understood on why he hated the press. He was mainly concerned on the public sphere which had been a source of problem for many intellectuals in the middle of the 18th century before the democratization and the expansion of the press. In his view to the free press, Kierkegaard abandoned the use of internet with the claims that it promoted risk free ambiguity and idle curiosity that undermined responsibility and dedication. Kierkegaard’s opposition to the press is said to have had sociological, political and psychological motivations. He however claims that he does not attack the press because of the liberalism or any other political reason. As has been noted earlier, the works of Kierkegaard mainly revolved around religious issues. His view was therefore opposing free press because he believed that the press and especially the daily newspaper were making Christianity and religious matters impossible. Definitely from his political, sociological and psychological qualms, he considered the press as a threat to both cultural and religious practices. Because of these reasons Kierkegaard continued to attack the public and the press up to 1846 in his writings. With the democratization of the public sphere by the daily press, Kierkegaard felt that the public sphere was becoming a new and a dangerous cultural experience whereby the ranking created by the press was to produce something that was very wrong right from the beginning. In the modern society Kierkegaard gives his total view on the relation of the press, public sphere and the ranking taking place in his time. He considers the press mysterious and desituated with no obsession and dedication and combines in this philosophical age to produce the public. The ideals and the philosophies of Kierkegaard strongly affected the theologians and the existential philosophy. Even though Kierkegaard was a very strong defender of religious faith he was an unhappy, neurotic and a terribly suffering man (Ben 356). His belief was that the best way to disclose truth was through dramatic confrontation of conflicting practices to life. In addition to his ideals and philosophical works, Kierkegaard was a thinker and a genius. His philosophy despite having not been presented in a systematic and analytical manner, contain several wealth of sharp intellectual insights. Due to lack of coherent stance, the philosophies of Kierkegaard have remained questionable. Nevertheless according to Kierkegaard, his principles have been mainly on how one can become a Christian. Other than his philosophical work, Kierkegaard had complex poetic work which rewards careful reading. The totals of moral of his philosophy can be put into a single sentence that the existence of human beings needs real passion and thought. Conclusion Art and philosophy may be two different disciplines, but still some principles or morals of an artist and a philosopher may relate in some way. The revealed example is between the artist Paul McCarthy and the philosopher Soren Kierkegaard. The ideals and the philosophies of Soren Kierkegaard match the artist Paul McCarthy for instance, both of them seems to value aesthetics, ethical values and religious choices and issues.

The Compass of Pleasure by David J. Linden | Review

The Compass of Pleasure by David J. Linden | Review The Compass of Pleasure Omobolanle Ajose Humans have a complicated relationship to pleasure which we spend a considerable amount of time pursuing. Certain forms of pleasure such as rituals involving prayer, music, dance, and meditation are accorded special status. Intrinsic pleasures that can be initiated or increased by artificial activators like cocaine, heroin, or modest doses of nicotine or alcohol, are located in our brains transmitting a pleasure buzz from a wide variety of ex ­periences. I chose the book, The Compass of Pleasure because neuroscientist David J. Linden the author, explored the dark side of pleasure. He explained how the human brain can turn pleasures into addictions and habits so overpowering and pervasive that people will sacrifice almost anything just to get a fix. This kind of behavior makes us wonder why anyone would ruin their health, neglect their family, and spend themselves into poverty all in pursuit of an addiction. Linden says it all comes down to a single neuro-chemical dopamine. The terms I learned while reading this book includes: Stoic, meaning ability to endure pain or hardship without showing feelings or complaints. Painasymbolia, also called pain dissociation which is a condition in which pain is experienced without unpleasantness.Ventral tegmental area (VTA), which is a collection of neurons situated at the center of themidbrain that sends dopamine releasing axons to other regions of the brain such as the amygdala, anterior cingulate cortex, dorsal striatum and hippocampus. Neuroleptics, meaning dopamine receptor antagonists. Linden (2011), describes most experiences in our lives that we find as transcendent, whether illicit vices, socially sanctioned ritual or social practices as meditative prayer to activate an anatomically and biochemically defined pleasure circuit in the brain. He used past research studies as references. Two postdoctoral fellows at McGill University conducted experiments that involved implanting electrodes in the brains of rats to activate their pleasure circuits. The electrodes were placed in positions that stimulated the medial forebrain bundle, the axons that excite the dopamine neurons of the ventral tegmental area (VTA). The electrode locations that produced the strongest pleasure were those that most effectively activated the dopamine neurons of the VTA. Another experimental design from the book focused on the stimulation of the brain of a homosexual psychiatric patient using surgically implanted electrodes. Before the patients brain stimulation, he was made to view a film that featured sexual intercourse between a male and a female. He was sexually indifferent and angry about being made to view the film. After the pleasure circuit self- stimulation, he agreed to view the film again during which he became sexually aroused, had an erection and masturbated to orgasm. After he was discharged from the hospital, he had a sexual relationship with a woman for several months. During this period, his homosexual activity was reduced but did not stop completely. In humans, rats, and other mammals, the reward circuit is interwoven with brain centers involved in decision making, planning, emotion and memory storage. When we find an experience pleasurable, it sets in motion several processes such as liking the experience and we associate both external and internal cues with the experience. These associations allow us to predict how we should behave to repeat or assign a value to pleasurable experience so that in future we can determine how much effort we are willing to expand and the risk we are willing to take to get them. Linden (2011) defined addiction as persistent, compulsive drug use in the face of increasingly negative life consequences. He explained that the scientific definition of addiction is actually rooted in the brainsinabilityto experience pleasure and that the dark side of pleasure is addiction. Addiction is associated with long-lasting changes in the biochemical, electrical, and morphological functions of connections within the medial forebrain plea ­sure circuit. These changes underlie many of the dark sides of addiction, including progressive tolerance, craving, withdrawal and relapse. Therefore, pleasure, addic ­tion and memory are closely related, and directly interconnected. Psychoactive drugs can be used in different social contexts; as medicine, religious sacrament, pure recreation, or to define oneself as part of a subgroup. Across cultures and over thousands of years of human history, people have consistently found ways to alter the function of their brains. Psychoactive drugs like cocaine, alcohol, and opiates strongly activate dopamine action in VTA target regions. Pleasure is central to some but not all psychoactive drugs. Certain foods and certain drugs can activate the pleasure circuits. While obesity results from food addiction, food addiction shares many properties and biological substrates with drug addiction, including a strong heritable component and triggering by stress. Orgasm is another pleasure buzz that may be weaker than cocaine but stronger than food. ( Cite page here) It is a multifaceted experience with dissociable sensory and affective, emotional, and rewarding components. It is fiery, transcendent and unique. Orgasm strongly activates the dopamine-using medial forebrain pleasure circuit. Drugs that modulate dopamine signaling in the brain can regulate libido and orgasm. Epileptic seizures or brain stimulation with electrodes can produce orgasms that are devoid of pleasure or emotional feeling. Gambling addiction is associated with reduced activation of the medial forebrain pleasure circuit. Genetic variants that suppress dopamine signaling, particularly in the medial forebrain, are associated with high rate of gambling addiction. For people who carry these gene variants, their muted dopamine systems lead to blunted pleasure circuits, which in turn affects their pleasure-seeking activities. Intensive exercise can bring about short term euphoria, reduction of anxiety, and increases in pain threshold. Long term painful stimulus is associated with increased dopamine. Interestingly, charitable giving produces an activation of the pleasure circuit. The interaction of pleasure and associative learning in the medial forebrain pleasure circuit yields both beneficial and detrimental rewards. The ability of experience to produce long-term changes in the pleasure circuit enables arbitrary rewards and abstract ideas to be felt as pleasurable, a phenomenon that ultimately underlies much of human behavior and culture. This same process is responsible for transforming pleasure into addiction. Reading the compass of pleasure gives an insight on the function of the neurotransmitter dopamine in the brain and how the dopamine systems in the brain play an important role in pleasure seeking and addictive behaviors. I also learned that dopamine is responsible for most of our immoral behaviors and secret cravings. It is responsible for love, lust, adultery, motivation, attention, and addiction. The denial of pleasure can yield spiritual growth. In practice, one can see beyond a persons behavior, personal history, and environment to understand what goes on in the brain when uncontrollable habits such as addiction present themselves. Understanding the interaction between the pleasure circuits and dopamine in the brain help us as health care professionals to understand that addicts are not weak, defective human beings lacking in willpower but are rather people with brains that are chemically deficient. According to Lundy-Ekman (2013, p.239), Parkinsons disease is the death of dopamine producing cells in the sustantia nigra. Occupational therapy improves mobility and functional status in people with Parkinsons disease. Intense resistance training produces greater muscle hypertrophy and functional gains than are produced by standard exercise. According to Linden (2011, p. 127), there are variations in genes turning down the functions of dopamine signaling within the pleasure circuit. These variations in genes let people seek pleasure through different activities. These activities may be meaningful to a client while others may be addictions they may want to stop. Understanding the biology of pleasure circuits may help clinician’s such as occupational therapist better understand what an individual deems meaningful or pleasurable. Knowledge of forms of pleasure such as rituals, routines , music, dance and even meditations that are of meaningful to a client obtained during an occupational profile, helps therapist in planning interventions for clients. On the other hand, the therapist can also help create therapeutic interventions to help with addictions. Linden (2011, p.150), further explained that exercises has an anti-depressive effect, shows long term improvement in mental functions and slows cognitive decline that accompanies normal aging. Occupational therapists work with a variety of population and this piece of information makes it interesting to know that range of motion exercises and other forms of exercises provided during therapy may be able to improve mental functions and slow cognitive decline in normal aging. Dopamine and serotonin are important neurotransmitters in the brain that influence many behaviors and movement patterns such as walking and coordination. Dopamine levels are associated with many neurological conditions such as Parkinson’s disease, psychosis and even attention deficits hyperactive disorders. Too much or too little dopamine can interfere with cognition, behavior, or motor skills. In practice, occupational therapists work with clients with various neurological conditions by evaluating and analyzing the client, the environment and their meaningful occupational performance. Having insight into a clients deficits and its effect on occupational performance is important to therapist because it helps the therapist to be able to plan and provide therapeutic interventions aimed at improving cognition, coordination, mobility and functional status in clients. References Lundy-Ekman, L. (2013). Neuroscience: Fundamentals for Rehabilitation. St. Louis, Mo: Saunders/ Elsevier Inc. Linden, D. J. (2011). The Compass of Pleasure: How our Brains make Fatty Foods, Orgasm, Exercise, Marijuana, Generosity, Vodka, learning, and Gambling Feel so Good. New York, NY: Penguin Group Inc. Sturkenboom, I., Thijssen, M., Gons-van, J. E., Jansen, I. (2011). Guidelines for Occupational Therapy in Parkinsons Disease. Retrieved July 14, 2014, from National Parkinson Foundation: http://www.parkinson.org/NationalParkinsonFoundation/files/a5/a5c7ef92-a101-4485-96b2-7d81b31a42c9.pdf

My Best Friend Essay -- Friendship Essay Personal Narrative

My Best Friend   Ã‚  Ã‚  Ã‚  Ã‚  It was raining the day Mark Turner died. On a dark, rainy summer night, he foolishly got in the passenger side of a 1998 midnight blue Eclipse. His 19 year old cousin Sam, was the driver, and Sam had a little too much to drink that night. At about three in the morning, they were leaving a party that one of Sam's friends threw. They were rushing home, because they already had missed curfew by two hours. Not aware of his surroundings, Sam carelessly got on the wrong side of the road. A speeding pickup was heading right their way. By the time they saw the truck, it was too late. Sam swerved his car to the right. Although they missed hitting the truck by a few inches, the sleet on the road from the rain caused them to go over the rail of a bridge. They were over a 100 feet in the air. Sam died instantly from the impact of the paved concrete below, but their still was a little hope for Mark. Obviously not enough, because he was pronounced dead at approximately 5:38 that morning.   Ã‚  Ã‚  Ã‚  Ã‚  Mark and I grew up in one of those small towns were everybody knew everybody. He lived just two houses down from me. Everything we did, we did together. He knew and understood me like no one else did. He was always there for me through thick and thin. He was the only person who I can say was my best friend. Whenever we got into a fight, I could never be mad at him for more than a day. . We were a team, like Batman and Robin, or Starsky and Hutch, we were blood brothers for li...

The Triumph of Humility and Fierce Resolve :: Article Review, Jim Collins

Level 5 Leader Author Jim Collins (2005) in his article, Level 5 Leadership: The triumph of humility and fierce resolve (Collins, 2005), presents a compelling evidence for the need to have what he describes as â€Å"Level 5 leadership† at the helm, in order for organizations to reach high performance status (Collins, 2005). Collins stated that â€Å"Level 5† refers to the highest level in a hierarchy of executive capabilities that were identified during our research (Collins, 2005, p. 138). However, the original intent of Collins research was based on his pursuit to identify if a good company can become a great company (Collins, 2005). How Collins reached the concept of the Level 5 Leader can be linked to his research methods and findings. With 22 research associates at hand, Collins (2005) â€Å"set out to answer one, question: Can a good company becomes a great company and, if so, how?† (Collins, 2005, p. 139). To identify the companies he would research it appeared that Collins needed to make certain the organizations level of success was identified from a credible source. To achieve this, Collins selected to investigate companies noted as Fortune 500 companies from 1965 to 1995 (Collins, 2005) . In doing so, his foundational research approach was established. Through more analysis the final group described as good- to- great companies was narrowed down to 11 companies. â€Å"Those that made the cut averaged cumulative stock returns 6.5 times the general stock market for the 15 years after the point of transformation† (Collins, 2005, p. 139). In his attempt to rule out any issues with sustainability, the research identified companies that had obvious change, but the change did not last (Collins, 2005). These companies ended up being cut from the final group. Collins included both qualitative and quantitative method for this research to get through the final stretch (Collins, 2005). The researchers analyzed data, reports, and conducted interviews (Collins, 2005). Eleven companies meet the standards of a good to great company (Collins, 2005). The article noted that, â€Å"Level 5 easily made it into the framework as one of the strongest, most consistent contrasts between the good-to-great and the comparison companies† (Collins, 2005, p. 139). Meaning that, the organizations identified as good-to-great had leaders at the helm that met Collins definition of a Level 5 Leader. He describes then as a leader who â€Å"Builds enduring greatness through a paradoxical combination of personally plus professional will† (Collins, 2005, p.

Management Control in Mnc’s

Control and organizational learning in MNCs: an analysis through the subsidiaries Abstract : For any large complex organization the problem of ensuring its constituent activity in accordance with overall policy and, at the same time adapt to its environment, is a central and continuing concern. Thus, the fundamental question which must be answered is ‘what control mechanism can facilitate the adaptation process in the local market? ’ In multinational corporations (MNCs), the control mechanism, imposed by headquarters, has an objective to integrate the subsidiaries’ activities to the global strategy. However, the presents on the local market necessitates the adaptation to the local environment characteristics. The objective of this paper is to contribute solving the dilemma between control and learning in an MNC. The interaction between control and learning process will be analyzed. The literature study leads us to develop a typology based on two factors: the stage of the learning process (knowledge production and mobilization) and its locus (local or global). The combination of these two factors provides four configurations. The control system produces knowledge, both locally and globally, which can be mobilized by the local or global units. A proposition to resolve our main problem is formulated. The combinations of these four configurations make it possible for an MNC to resolve the dilemma between control and learning. An application of this typology has been carried out by analyzing case studies of MNCs operating in Indonesia. Keywords: control, organizational learning, multinational corporations, local / global 1 Introduction For many companies the process of internationalization strategy leads them to operate in many countries spread over whole continents; they are then confronted with the increasing risks related to uncertainty which rapidly developing countries present (e. g. Argentina in 2001 or Asia in 1997). The MNCs must thus deal with a great number of local heterogeneous situations, fast growth in one, crisis elsewhere, which require local adaptive apacities, but at the same time require the implementation of coordination mechanisms or effective control systems, which do not paralyse initiative and innovation. In order to define the issue of globalization, the question of integration and differentiation can be asked, as was initially developed by Lawrence and Lorsch (1967). The new element which emerges is that of the scale, that of planetary organizations. It is thus a question of answering the centralization / decentralization dilemma which is also described as a local / global dilemma. Beyond the terminologies, this traditionally structural issue has developed in a context where differentiation is at a maximum: national cultures, logistic structures, regulation, local industrial structures and, more generally, multiplicity of specificities. One of them seems worthy of interest to us, the case of a local situation which is characterized by a fundamental crisis. These situations are of particular interest for the researcher: adaptation to major upsets and the decisions taken to respond to these random upsets within a time and space period. This question can also be found in the design of the control mechanisms. Whereas the definition of Anthony (1988) lets us believe that the only purpose of management control is to implement strategy, but the reality is more complex with an explicit role of questioning that strategy (Simons, 1995). Control appears thus not only one factor of order and integration, which fights against entropy and inefficiencies, but also like a vector for learning intended to restore the effectiveness of inadapted local or global strategies. This aspect is even more relevant when the environment is strongly heterogeneous, even more so when it is changing a lot. While taking into consideration that â€Å"the suitability of the control systems to forms of learning which are sought after within the framework of the strategy ensures a certain organizational performance†, we will try to reformulate the traditional integration / differentiation dilemma in terms of control / learning interactions. This movement, this rotation, has the advantage of representing a traditional problem in a more dynamic way. After all, the question of adaptation is not so much a problem of structure as a problem of process. After having specified the subject of our analysis, the MNC, and having outlined the meanings selected of control and organizational learning, we will then describe their possible interactions in order to define an analysis grid. This grid will be tested on French companies located in Indonesia. Control / learning interactions in MNCs The denomination of an MNC covers various realities which all raise such varied problems, in particular as regards integration and differentiation. Between the global specialist which provides a more or less universal model in all the countries of the world and the transnational organization which locates its global processes according to the comparative advantage; there are major differences in terms of goals as well as means. After having assessed the various forms of organization involved in international activities and specified their dynamics, we will develop a framework of analysis of the control / learning interactions in order to propose an analysis grid. The structure of the MNC and its dynamics The diversity of MNCs has led to the proposal of various typologies. The most frequently quoted are those of Bartlett and Ghoshal (1989) which distinguish global, multidomestic and transnational firms, and Heenan and Perlmutter (1979) which identify the ethnocentric, polycentric, geocentric and regiocentric models. These two typologies have some common points, for example, the ethnocentric can be associated with the global firm. The typology of Bartlett and Ghoshal (1989) will be used in preference to that of Heenan and Perlmutter (1979) which is more focused on the personal element. This factor remains the first lever of control but we wanted to focus on the way in which operations are organized, which will induce, inter alia, choices in the field of human resources. The configurations described by Bartlett and Ghoshal are ideal types which are seldom observed (Harzing, 2000). Organizational type Configuration of assets and competences Every MNC is faced with the integration / differentiation issue for two main reasons: †¢ organizations always show differences in relation to the standard described ideals, which lets us believe that differentiation and / or integration processes are still on going; †¢ the adoption of heterogeneous organizations according to function maintains tension between integration and differentiation. There are strong differentiating and integrating tensions within the MNC; they are sometimes reformulated in the form of a centralization / decentralization dilemma. These same tensions are observed in the divisional company; they are at the origin of the appearance of a particular coordination mechanism, management control. The basis of this coordination mechanism is on the one hand the decentralization of responsibility and on the other hand the centralization of information. This observation indicates to us a particularly relevant analysis approach. Whereas the differentiation forces introduce into the organization a form of entropy which requires an additional control effort, the integration forces, initially motivated by the search for economies of scale, pose problems of local adaptation. Therefore, the increased learning capacities are essential in order to benefit from these economies. The idealtypic model of a transnational organization would thus be that of a company which is able to strongly centralize information, but at the same time able to inspire considerable learning faculties within its subsidiaries. An other way to appreciate the differentiation integration link is to analyse the relationship between learning and control. The need for the latter must nourish the former. A larger meaning of control Since its emergence in the 1920s at General Motors and its first definition as suggested by Anthony (1965), management control has always proved delicate to define. Nevertheless, there is a certain consensus around the second definition of Anthony (1988), who stated management control â€Å"as the process by which managers influence other members of the organization to implement the organisation’s strategies†. Analytical vision Synthetic vision The analytical vision leads us to consider control systems as a whole set of control tools or means. The synthetic vision provides varied analysis grids in terms of dimensions, goals or configurations. Whatever the approach adopted, the field of management control appears in the end to be particularly wide: there is a divergence between the organizational practices and the meaning outlined by the majority of the researchers. This is why it appears preferable to use the expressions â€Å"control† or â€Å"organizational control† which cover management control but largely exceed it. By retaining such a definition, it is not a question of defending a hegemonic vision of control but simply of underlining the need for developing a whole set of systems with coherent objectives. This coherence is necessary in order to reach its strategic objectives, which is the main aim of control, but also to induce the essential learning in order to reinforce or to question the strategy. The definition of organizational learning is quite as difficult as that of control. Organizational learning and associated concepts The literature reviews devoted to organizational learning are numerous (Koenig, 1994; Huber, 1991;Levitt and March, 1988; Fiol and Lyles, 1985). Each one proposes an individual analysis of the phenomenon. For Levitt and March (1988), â€Å"organizations learn when they code in routines, which guide the practices, of the lesson of their history†. The definition suggested by Argyris and Schon (1978) is complementary: â€Å"we learn when we detect an error and correct it. An error corresponds to a difference between what we await from an action and what occurs indeed, once the committed action. An error, it is the difference between the intention and the result obtained. We also learn when we obtain for the first time an agreement between the intention and the result†. Although Levitt and March (1988) emphasize the organizational dimension whereas Argyris and Schon insist on the individual dimension, the two reflexions indirectly agree about the recognition of distinct levels of learning. For Levitt and March (1988) referring to the work of Cyert and March (1963, pp. 123-125) and Nelson and Winter (1982, pp. 96-136), the two main categories of routine must be distinguished. In order to characterize these two categories of routines, they can be qualified as static and the dynamic ones. The static routines consist of the simple repetition of former practices whereas the dynamic routines are continually directed towards new learning. This second category is a risky process made of trial and error; these routines enable innovation and thus allow organizations to change. These two categories can be put in parallel with the two levels of learning as described by Argyris and Schon (1978): the single and the double loop learning. The first process, when a dysfunction is noted, aims at correcting it by rehabilitating the practices (single loop). The second process requires the principles which underlie the practices to be reformed in order to correct the noted dysfunction (double loop). Based on the work of Argyris and Schon (1978), Sinkula (1994) proposes a more detailed analysis by retaining seven hierarchical levels ranging from encyclopaedic knowledge (declaratory) to the deutero learning (way of producing new knowledge). Management control, in its most traditional and restrictive meaning, plays a privileged role in the learning process: its aim is to identify the deviances, the variations and to explain them in order to undertake corrective action. But is it a question here of individual or organisational learning? The question is of utmost importance even if the individual learning is the basis of the organizational learning. Learning is thus the production process of knowledge. Having defined the concepts of control and learning, their interactions can now be analyzed. Control / learning interactions The link between control and learning is frequently made (Simons, 1995; Macintosh, 1994) even if systematic analysis are still rare. This is one of the research avenues as identified by Bouquin (1999) which are all the more promising as the reporting system activities are the principal sources of knowledge (Huber 1991). Only Kloot (1997) has thoroughly investigated this interaction, even if particular consideration has to be given to the context of the empirical investigations: two Australian districts. Kloot (1997) associates control systems with phases of the learning process but she concentrates mainly on illustrating the role of control systems in generative learning, which is the only way of facing the changing environment. Control systems as varied as appropriate accounting information, performance evaluation systems or a quality improvement program all appear to enable generative learning. These observations confirm those of Simons (1995): that organizations, in general, have an interactive control system which, through debate and dialogue, must enable the emergence of new ideas and new strategies. Simons (1995, p. 106) evokes double loop learning for the interactive systems whereas the diagnosis control systems do not generate single loop learning. Nevertheless, there is a contradiction between the two approaches. Kloot (1997) identifies within the two districts, multiple control systems which enable a higher level whereas learning according to Simons (1995 ), organizations should only have one interactive system. One can envisage two explanations which are more complementary than exclusive: either the identified learning is not of a higher level, or the districts observed are undergoing a crisis period so that they use all their diagnostic control systems in an interactive way. However, the learning process can not only be limited to the sole acquisition of knowledge. Thus, Huber (1991) described this process through the following phases: acquisition of knowledge, distribution of information, interpretation of information and organisational memory. The interest of this division lies in the variety of locus of these phases. Acquisition can be dispersed or on the contrary concentrated in specific services, distribution can be spontaneous or planned, interpretation specialized or generalized and the memory can be distributed or centralized, thus producing a great number of possible configurations. Without exploring all of them one is able to notice that a control can be carried out with each phase. It thus channels the knowledge production process and in return also mobilizes it. knowledge and control: If control is described as a vector of learning (knowledge production), it should also be noted that, in order to have a global vision of the interactions, control systems also mobilize knowledge. This last point will not be developed1 just like the influence of strategic orientations on the types knowledge produced. It is possible to think that the prospectors, such as they are defined by Miles and Snow (1978), will seek to induce more generative knowledge whereas the defenders will privilege more adaptive learning. According to the strategy, the control systems process different types of data. The control mechanisms thus appear as a privileged means of organisational learning, in particular from the point of view where organisational learning is considered as the transformation of individual knowledge into organisational knowledge. The vision of organisational learning as a process which was developed by Crossan et al. 1999) break the learning up into four phases (intuition, interpretation, integration and institutionalization) and associate them to three observation levels. This enables the transformation conditions to be specified. It is first of all advisable to outline that Crossan et al. are interested in strategic change whereas we are interested in all types of learning or knowledge, fro m the most factual to the most elaborate . To resume again with the terminology suitable for international management, institutionalization can be local as well as global. Incremental learning can also lead to local and global change; the same is true for radical learning. It is in the phases of interpretation and integration that the control systems play a major part in the transformation of individual learning into organisational learning. We will not talk about the intuition phase which is basically individual, or the institutionalization phase which consists of using produced knowledge2. During the interpretation phase, the individual, through language, names things and starts to explain what was only feelings, foreboding or sensations. When interpretation moves from the individual to the group, it becomes integration. It is through the permanent exchanges between the members of a community and through shared practices that shared interpretations or the collective conscience develop. The financial indicators illustrate this process. The operations managers generally start by interpreting only the consequences of his actions (intuition followed interpretation). Analysis grid proposal The analysis of control/organisational learning interactions reveals two phases of the same process: knowledge production and mobilization. Vis-a-vis the great diversity of knowledge produced, as illustrated by the typology of Sinkula (1994), it is essential to specify the range the learning. In the case of the MNC, the characterisation of the scope of the learning can be made by analysing the learning locus. Does it relate to a local or global scale? Does it occur in an operational unit or in a central body? By associating the process phase (production / mobilization) and its localization (local / global), four cases thus appear. They correspond to four major types of interaction, which bring out four forms of learning induced by the control tools. The terminology adopted in this typology is more than metaphorical: Knowledge mobilization Global Box 1: The media model ERP, CRM and SCM The integration of information systems enables global knowledge to be produced and circulated, erasing any local specificities, which will be mobilized in the same way. Knowledge is mediatized by technology. Box 2: The initiatory model Studies carried out by head office Studies carried out by head office (global production) are circulated to all the subsidiaries. Each one interprets them to its own local situation. Global knowledge is adapted. Knowledge production by the control system Local Box 3: The evangelist model Identification of best practices The development process of a product used by a subsidiary (local production) is used by all subsidiaries (global mobilization). The best practice, once identified, will be the good word spread through out the organization. Box 4: The epidemic model Benchmarking Exchanges between subsidiary managers, within a benchmarking process, could mean that a locally eveloped practice could be used elsewhere, but always in a local context. Contagious circulation could be more or less widespread. Analysis grid for control/ learning interactions Let us describe these four situations by means of some examples. During a monthly meeting between a manager and his subordinates, a performance follow-up system makes it possible to identify an interesting management practice (local production). This knowledge can be mobilized locally through interpersonal exchanges (box 4, benchmarking being another illustration) or globally if the practice is formalized and circulated throughout the organization (box 3, the ideas box is another example). By processing information from databases, an analyst based at head office will be able to identify a good practice (global production). If these conclusions lead to the formalization of a new management process, the mobilization will be global (box 1, example of a new procedure). If its conclusions are merely available, only the interested people will interpret them and use them freely; the mobilization will be local (box 2). To emphasize the link between the place where the knowledge is produced and that of its mobilization gives the control systems a logistical viewpoint, how then does the control reach its targets? Learning in general, is not limited to the production of knowledge; it is also a way of transmitting that knowledge. The substance of our typology can be found in this dual observation. The â€Å"controlled learning† can thus be defined as the effort made when applying the resulting knowledge and therefore intended to make organisational control effective. The four highlighted forms address this problem very precisely. The media model is also that of the mass media (corporate communication) as well as that of individualized media. It is also that of propaganda, of Utopia which makes us think that a small group can produce a single mental framework, circulated by means of communication technology, thus mediatizing the message. The initiatory model is characterized by two attributes: it can be secret but more often discrete and specific to the person addressed. Discretion guarantees its specificity. In this model, the head office which produces knowledge circulates in a general and ritualized way, by adapting its application to local situations. The main aim of ritualization is to obtain commitment from the receiver. The evangelist model is based on the gospel truth, which solves the problem of circulating a general message by a minority or marginal employee of a message with universal vocation. In extreme cases, one could speak about prophecy. At the heart of the evangelist model one can find the problem of conversion. Finally the epidemiologic model corresponds to a kind of organized anarchy, a network model, without any center or aim, is built through a dynamic of individuals and thoughts. Is there an ideal type? Are some types more adapted than others to certain situations? At this stage of the analysis it is still difficult to decide. It is probably the combination of these four types of mechanism which increases the chances of succeeding internationally by exceeding the local/global or integration/differentiation dilemma. The purpose of empirical study is to further appreciate the relevance of this analysis grid by seeing it in action. Methodology The complexity of the phenomena studied as well as the exploratory character of this research justify the choice of a qualitative method. One must defend the right level of analysis. By asking the classical question concerning the link between differentiation and integration or, in a more dynamic way, the interactions between control systems and learning process, the favoured observation point is the subsidiary. From a strategic point of view, the question is not so much that of choosing a structure than that of the capacity of managing in a way which is adapted to each local unit. These factors are enough to justify the level of analysis but do not take into account the interest of the case which we are studying with the precise aim of testing our analysis grid. It was necessary to find a critical situation in which the need for adaptation was increased by the specific nature and dramatization of local conditions. Indonesia was very recently one of those environments which best met our methodological requirements. The contingencies enabled a multiple yet quite informed examination. These contingencies have their limits, they bare subjectivity. We will have controlled them through different circuits. The managers of six subsidiaries of the largest French groups setup in Indonesia were met by the members of a bicultural research team made up of two Indonesian and two French researchers. In all cases one of the team members spoke the mother tongue of the managers. We met other local members of staff who provided us which additional information. The interviews lasted between 2 to 4 hours. In five cases out of six, more than two interviews were carried out. An information retrieval made it possible for us to prepare and complete the information collected. In all cases, the interviews took place on site, and were accompanied by site visits. They were supplemented by other meetings at the Franco-Indonesian Chamber of Commerce and Industry, within the economic development department and from among other Indonesian colleagues and specialists. Indonesia is the fourth most populated country in the world with 220 million inhabitants. The country began to climb out of the 1997 crisis which affected the all of South-East Asia. Although it is very rich in natural resources (oil, natural gas, tin†¦ ) and very vast (1. 8 million square kilometres), in 2002 the primary sector only represented 17% of the GDP as compared with 44% the secondary sector and 39% for the tertiary sector. The year 2002 is the period of study, i. e. during the period immediately after the fall of Suharto, after the social, political and economic shock. This was a period during which the companies interviewed had no clear general direction. The interviews carried out were general. They concerned three main topics: the description of the Indonesian subsidiary, the manager experience and the relations with the group. During these meetings, we gave greater importance to the facts while being very conscious of the limits of such an approach: the crisis situation encouraged the managers to rethink the facts or modify their interpretation in order find some sort of coherence. We sought to identify the actions and the reasons which caused them. The actions seemed to us to be more important than the mental framework. The limits of this test lie in the difficulty of separating the actions from their intentions. Complex coordination mechanisms Given the impact of the strategic orientations on the types of learning, the six cases were split into three groups which are characterized by the combination of two criteria: the degree of the firm’s involvement in Indonesia, and the level of centralized or decentralized control. The degree of involvement is characterized by the level of the investment and assets; the centralized nature can be evaluated by the number of expatriates, the share of the capital controlled and the reporting characteristics. This classification is more down to the researchers than the application of strict criteria. It outlines an analysis in terms of strategic groups, from the nature of the criteria used, but also in the way they describe of homogeneous configurations. This aspect will not be developed. This split only has a methodological aim: to compare control and learning systems by partially controlling the data through the strategies which generate them. The first two companies which correspond to the first group, are characterized by (1) minimal involvement, the following two (2) through a relative immersion in the culture and the economy of the country linked to a large-scale involvement and by the autonomy given to the local unit, and (3) global piloting is the last involvement strategy identified, as it implies a large-scale investment, but with global piloting. Let us remember that all the companies observed are in a similar situation: they are confronted by a country with an attractive market but whose political uncertainties induce risks which strongly influence the entry strategies. Minimal involvement The potential of the Indonesian market is arousing a lot of interest. The first to enter this market could take a decisive lead. Any lost time could only be made up for by paying the full price later on; the preemption market strategy is thus a reasonable one. However, all the companies do not have the necessary financial resources to tap the market or wish to reduce the risk; they thus minimize their investments, while ensuring a presence on the market. Two cases corresponding to this situation were studied. The way in which involvement is minimized is very different in both cases: an alliance in the first case and a commercial presence in the second case. The common point between these two cases is that the local entity is used as place for learning, for experimentation and for observation. One could wonder whether the law rate of involvement does not simply reflect the intention to learn. Giving up immediate profits is the corollary of the hope of substantial profits in the medium/long term. EXAMPLE: PT Bank BNP Paribas Indonesia began its operations in Indonesia in November 1989 under the name of PT Bank BNP Lippo Indonesia. This was a joint venture between the BNP group and the Lippo Indonesia group, one of largest Indonesian conglomerates. Up until February 2000, the distribution of the capital was split between the BNP group with 70% and Indonesian partner with 30%. In October 2000, following the merger between BNP and Paribas, this joint venture became Pt. BNP Paribas Indonesia. For the Lippo Group, the co-operation with BNP Paribas was the result of its strategic development plan in the financial business through an alliance with an organization of worldwide reputation. However, the drop in business after the 1997 crisis led BNP Paribas to increase its share to 100%. PT BNP Paribas Indonesia provides corporate banking services for large Indonesia companies and MNCs. That means that BNP Paribas does not have a retail activity on the Indonesian market, which would be very heavy in terms of investment. The presence of BNP Paribas in Indonesia can be justified by its will to accompany its traditional clients, the MNCs, on the majority of their markets. It is also a question of eing present on a market which could experience strong growth. Thus, BNP Paribas is preceding its clients when they decide to enter the Indonesian market. The weak presence of the competition frequently puts BNP Paribas in a position of being the only key player, hich enables it to demonstrate its know-how and which can help it to grow on other markets. The interest of this strategy is further intensified by the fact that BNP Paribas represents other banks in Indonesia. The manager of the subsidiary carries out the daily management operations. The strategic decisions are taken after consultation with the regional office based in Singapore. Many operations are carried out using the regional SOP (standard operation procedure) or logistics platforms. As with every corporate bank, PT. BNP Paribas Indonesia uses strict procedures in terms of credit granting. For these decisions, the senior banker who is located in Paris or New York plays a determining role; he ensures the follow-up of major worldwide account portfolio. In other words, the manager of the Indonesian subsidiary is the nterface with the client (large Indonesian companies or MNC subsidiaries) but also with the market to make the regional office aware of business opportunities. Immersion Whereas the two preceding case is characterized by a will to minimize investment in Indonesia, the following case can be distinguished by the amount of heavy investment. From these two cases, it is articularly hard to generalize, but the local managers appeared to us to be very receptive to the local culture. The two managers interviewed have few contacts with the French expatriate community This situation is also the result of the plant location of these groups which are not present in the center of the Indonesian capital, but rather symbolic located on industrial parks in the suburbs of this large city. Another common point, lies in the large amount of autonomy in decision making and action taking at the subsidiary. The control mechanisms which have been developed are particularly complex; they illustrate perfectly the local / global dilemma. 4 Case n °3 : Aqua, a subsidiary of Danone This agro-food company has invested heavily in Indonesia by taking a majority share in a family company with more than 7. 000 employees. The family was unable to finance its large industrial investment projects. However, the transition was carried out carefully, over several years, with the objective of completely taking over the Indonesian company. The local manager shows the group culture: after 4 months of presence, he speaks to its teams in ndonesian. The manager is the only expatriate; the other managers are Indonesian and mainly trained in the United States or in Australia. The company also benefits from support functions in finance, marketing and human resources, called â€Å"task forces†, all based in Singapore. Every month, one of these teams plays a consulting role. As concerns technology, the local managers are kept directly informed; indeed, the law wage costs bring about very different problems from those encountered elsewhere. Generally speaking, there are few procedures. The group values are internalised, except communication which has to meet the group’s standards. Besides the geographic mobility of the few foreign managers, training is one of the main vehicles for spreading culture. This is only â€Å"in-house training† according to their specificity, which is organized in Asia or in Paris. One is tempted to conclude that control is based on values, ways of thinking, enabling the company to adapt locally with complete freedom. It can be noted that the Singapore regional coordination ensures the group’s presence even if it is only temporary, minimal and specific. The subsidiary is responsible for its financial performance, but the group influences the marketing methods, technologies and finance through a close but discrete piloting. Global piloting The last two subsidiaries studied have one main feature: they both â€Å"undergo† strict control from their head offices. The difference being from the two previous cases is that these companies are based in the Jakarta business district, completely immersed in a cosmopolitan culture. They are characterized by the large presence of expatriates and various and numerous contacts with the Parisian headquarters. Case synthesis and discussion The observations carried out reveal three recurring factors: the presence of French expatriates, the existence of an intermediary level between the parent company and the Indonesian subsidiary and the misuse of the joint venture. The French expatriate manager often represents the first lever of control. This observation must however be balanced: there are other mechanisms highlighted in the case presentations and there is also bias in the case selection. The French expatriate manager is happy to share his experience which, for the researcher, facilitates the exchanges a lot. It is a means for them to break with a certain form of nsulation. However, when reading the directory of French companies located in Indonesia, one can see that usually the manager is French. The proposed theoretical framework was based on the local / global distinction whereas the reality appears to be more complex with the existence of a quasi-systematic regional direction. A buffer seems necessary either to apply decisions or to support local initiatives. The Asian office is often located in ingapore or Bangkok but sometimes in Paris. The office generally has few means; it is a country manager who frequently carries out this coordination role. The analysis of the role of this level would in itself be a research subject. Finally, the joint venture is often presented as a privileged way to enter an unknown market. This type of governance would make it possible to spread the risk and take advantage of the local partner’s market knowledge. This is what we observed for only one of our six cases. In the other cases, the co-operation is only an administrative constraint which should imperatively be respected in order to obtain authorization to invest in Indonesia. One of the limits of this type of organization is that it makes us believe that development opportunities can only be seized with a minimum of involvement hereas a strong implication is essential to overcome the real cultural barriers. For example, how can one imagine working with a partner who always says â€Å"yes† or more precisely never dares to say â€Å"no†? Having raised these recurrent facts, it is now interesting to present a synthesis of the control mechanisms observed by classifying them according to the proposed a nalysis grid A first striking fact is the difficulty to observe mechanisms enabling the global circulation of local learning, except in the case global piloting strategies (case 5 and 6, L’Oreal and Total). The fact that these mechanisms are not emphasized does not mean that they do not exist. The two cases are in particular engineers who go back to France presumably with bags of local knowledge thus contributing without doubt to the constitution of a more global knowledge. In the other case, his type of knowledge is circulated through interaction between the local manager and his international business manager in Paris. In both cases, one can witness the role of a local information agent. The similarity between the two cases is to be found in the media learning models which move from the center to the periphery and which make up a form of group culture, including sophisticated reporting systems, as well as a specialized structure for international business. The tools which make it possible to produce and mobilize global knowledge (box 1), in accordance with the global corporate model, are mainly not that suprising: it concerns information systems and communication strategy. When products need to be adapted to a market, apart from communication, R&D centralization is a powerful control lever. An original tool has been identified with the case of the senior banker who can make us think of operational form of matrix structure. For the two global piloting cases (L’Oreal and Total) one can see the emergence of a configuration which is based on linking a media learning model (where the center lights up intensely the whole of its empire) and of an evangelist model, limited in range, which would seem to balance the other model. At this stage of the research, one could formulate the idea of a relation between these two models: the first would arouse the second, the latter being finally the control of the control. If the amount of investment justifies uniform knowledge, the weaknesses of the imperial model could be corrected by inoculation in the center of the organization coming from the periphery and brought about by the channel of conviction and personal experience from among the expatriate executives who were then repatriated. One observed the tools enabling organizations to capitalize from learning which is only produced and mobilized locally (box 4, the epidemic model). That mainly concerns cases 1 and 2 (Sanofi and BNP Paribas). It can be explained by the careful strategies of these firms and their limited involvement. The subsidiaries would be laboratories where one tries to adapt and control the local conditions for a possible expansion on a regional level. There is therefore a balance between the epidemic model and the media model which takes on the form of centralizing some knowledge which is mainly related to the technology of the product or service. This learning configuration thus enable a certain acclimatization, if possible, of a core competence and letting local learning processes adapt them. It has been noted that some tools producing global knowledge which will be differently mobilized from one country to an other: training, international experts and tasks forces (which only have an advisory role and distinguishing them from the senior banker). At first sight, we could have thought that these tools would not be widespread; that is not the case. Some of the tools observed are used in different ways. This is the case with corporate culture (box 1 or 2) or expatriates (box 1 or 4). A strong culture can lead to homogeneous behaviour at a global level (Total). However, when the respect for and the adaptation to local cultures are key values (Danone and Air Liquide), the culture brings about different behaviour according to the context. These two last cases are characterized by an initiatory learning model which is based on important information, expertise and training, but leaves the subsidiaries with a strong amount of autonomy. These companies core competences (technology, brand, markets knowledge†¦) could be circulated gently and unintentionally with support from the regional offices as concerns the cultural implications. This is backed up by a second occurrence: the need to adapt locally leads to the organization of learning around a central point made up of a local manager and his regional alter ego. Let us note that it is in these two cases that one observes the lowest number of expatriates and in some cases totally absent. These few cases not only illustrate the different types of control mechanisms used but also the variety of their uses. Two main results emerge. The first one is the identification of three learning configurations linked to the control systems. The first includes two flows, one based on the media model which is balanced by an other flow from an evangelist model. The second one is also based around a media model and uses local support through an epidemic mode. The third one which is also based on a media model which guarantees the group values, is organized around tension between an epidemic and an initiatory model. The first one ensures a certain homogeneity of initiatives and the second one the adaptation and the suitability. Conclusion The proposed analysis grid concerning the interactions control / learning which are based on the phases of the learning process (production and knowledge mobilization) and its locus (local / global) has been developed to study parent company / subsidiary relations. Numerous control tools which can be used in different ways have been observed; tools enabling the control / innovation or integration / differentiation dilemma to be overcome, to broaden its dynamic perspective and to provide deeper analysis of the adaptive process. This grid which was used during the observation period, even though superficial, has finally provided positive results. It reveals learning structures and takes into account their internal and external coherences. It appears to be relevant. One needs, of course, through further in-depth case studies, to test the validity of those three configurations which have been identified. Finally, since we are limited to examine the learning produced by the control system, it would be suitable to examine the relevance of this grid in relation to other sources of knowledge (i. . : dealings with the suppliers and customers, market research†¦ ). These results will necessarily be confirmed through further investigations. The perception of headquarters would be very enriching. One could also contemplate making some comparisons with the practices of American, British, Japanese or German companies. The interviewees have often underlined the differences that exist in practices between their group and their main competitors. It would appear that in terms of international management there exists a French exception. As far as the expert are concerned, the analysis grid represents a diagnostic tool which enables control system weaknesses or further action levers to be identified, to understand further the general configuration of relations between the parent company/ subsidiary and also the general coherence of adaptive mechanisms. It is finally possible to envisage using this grid to analyze other control situations. If we have chosen to work from the specific point of an international management problem, the suggested model could also be applied to other issues, provided that we take are taking into account a question of suitability between local and global learning and that there is a central link between this two points. We should also consider that organizational control systems play a key role in the acquisition, circulation, memorization and use of organizational knowledge.