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Bargaining costs
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1. We spend a lot of time in renegotiating agreements made with our headquarters.
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Cronbach’s α = .76
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2. We spend a lot of time in coordinating activities with our headquarters.
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3. The coordination of the relation with our headquarters is too costly compared with the outcome of these interactions.
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Information costs
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1. Information from the headquarters is often incomplete and difficult to understand.
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Cronbach’s α = .90
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2. Information from the headquarters is often too voluminous and therefore difficult to understand.
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3. Information from the headquarters is often poorly formulated and difficult to understand.
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4. Information from the headquarters seldom comes at the right time.
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Atmosphere
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1. Sometimes headquarters hide facts that can help us in doing a good job (reversed).
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Cronbach’s α = .91
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2. The headquarters have not kept promises made when the relationship was established (reversed).
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3. Occasionally, people at the headquarters alter information in order to carry out things their own way (reversed).
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4. Sometimes people from headquarters promise to do things without actually doing them later (reversed).
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5. Sometimes the headquarters ignore company policies that were designed to increase our ability to reach and service customers (reversed).
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6. Whenever a conflict or difficulty arises, our headquarters always try to seek a solution that is in their own best interests, not considering our interests (reversed).
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Social coordination
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1. We have meetings where managers from different international locations meet.
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Cronbach’s α = .83
|
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2. There is personal contact between managers from different international locations in our company.
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3. Committees meet regularly to plan and integrate activities internationally.
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Formal coordination: communication systems
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1. We have databases where we share information internationally.
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Cronbach’s α = .79
|
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2. We have worldwide electronic communications systems, like emails.
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3. We have internationally interconnected computer systems, like server systems.
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4. We have internationally integrated software applications, like common use of applications.
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5. We have worldwide integrated information systems, like intranet.
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Formal coordination: common rules
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1. We have well-specified worldwide common rules and policies.
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Cronbach’s α = .86
|
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2. We have well-specified worldwide standard operating procedures and common manuals.
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Centralization
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To what extent is there HQ versus local influence on the following decision areas:
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Cronbach’s α = .88
|
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1. R&D/business development/service development
|
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2. Project selection
|
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3. Project time schedule
|
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4. Project budget
|
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5. Project priorities
|
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6. Services
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7. Service delivery
|
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8. Project organization
|
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9. Resource allocations
|
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10. Marketing
|
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11. Brand name
|
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12. Pricing
|
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Distance
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1. Scandinavia
| |
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2. Europe
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3. Rest of the world
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