Explain why the evaluation of a subsidiary should be kept separate from the
evaluation of its manager.
In many international businesses, the same quantitative criteria are used to
assess the performance of both a foreign subsidiary and its managers.
Many accountants, however, argue that although it is legitimate to compare
subsidiaries against each other on the basis of return on investment (ROI)
or other indicators of profitability, it may not be appropriate to use these for
comparing and evaluating the managers of different subsidiaries. Foreign
subsidiaries do not operate in uniform environments; their environments
have widely different economic, political, and social conditions, all of which
influence the costs of doing business in a country and hence the
subsidiaries’ profitability. Thus, the manager of a subsidiary in an adverse
environment that has an ROI of 5 percent may be doing a better job than
the manager of a subsidiary in a benign environment that has an ROI of 20
percent. Although the firm might want to pull out of a country where its ROI