With the relocation of the production base and market of printed circuited board (PCB) industry, the enterprise value activities of Taiwan PCB house extended to overseas gradually, especially to Mainland China. Therefore, the business operation was changed to the complex multinational corporation (MNC) management style from the simple single-side enterprise management style. It is an important issue for MNC to how to design or find the suitable management control system (MCS) and to integrate and allocation the enterprises operation resource to keep the good business performance and achieve MNC¡¦s development goal or target by the suitable MCS. The purpose of this study is to investigate the relationship between MNC organization, subsidiary strategic role, MCS and business performance through interview with five Taiwan PCB houses who invested in Mainland China at least five years. The study results are as following: 1.The design of MCS for MNC¡¦s parent company and subsidiaries is based on the subsidiary strategic role, management characteristic and organization type. 2.The parent company of Taiwan MNC would like to modify their own MCS while subsidiary¡¦s business operation scale or situation has any change. 3.Since the MCS is executed efficiently, the operating performance of these case companies can be kept at a certain level.

Middle-line managers (MLMs) are becoming increasingly important for an organization. Coordination forms (immediate coordination and in-advance coordination) are used in the organization. In this thesis, four variables: organizational type, the degree of decentralization of organization, qualification and uncertainty are analyzed for investigating what are main factors influencing the use of coordination forms in Chinese organizations from MLM’s perspective.The empirical data for the study was gathered by a survey questionnaire, which involved a quota sampling of 158 MLMs in Chinese organizations. The interesting results justify the tendency to use in-advance coordination is greater for organizations that are characterized by a high level of uncertainty, especially learning and goal-setting; and the tendency to use in-advance coordination is greater for organizations that are characterized by a high level of decentralization.