ever, networking and 'being noticed' can be a double-edged sword:'It can work both ways. You can have someone up there help pull you up. But also if you've messed up sometime in the past, someone will remember, and it can hurt. This networking can be tricky business.' (Ghanaian finance manager)Sending managers from the head office to the subsidiaries, coupled with a systematic process of socialization has long been identified as a control mechanism (e.g. Edstrom and Galbraith 1977). This was attested to by IP managers. The official policy states that the expatriate numbers should be kept at a minimum so as to develop local talent without compromising the development of international expertise. This also serves to assure local managers of career prospects at the highest levels in the country or region, in effect reinforcing their acceptance of MTD by virtue of the promise of managerial accomplishment.'Sending expatriates to operating companies serves to keep a London eye on things, to make sure everything's fine. In some parts of Africa it's necessary, but when we have more and more people coming here, it creates confidence, so the managers can be left to get on with the job.' (Cote d'Ivorian production manager)'It's inevitable that expatriates will be used as a form of control. Sometimes you need the centre to remind people about ethics and standards, which in some places can get a bit slack, to be honest.' (Nigerian marketing manager)'Having expats is often essential at the beginning, but if you continue to have too many it shows you're not developing locals. Locals get frustrated and leave since they don't see a future there. Then the headquarters just send more because they don't trust you. The thing to do is to get good locals, train them, give them the IP culture and let them get on with their job.' (Pakistani marketing manager)Control by sending subsidiary managers to the headquarters has virtually been ignored in the literature. ...
