T H & Bramley, D H Burnham's Factory Organization and Management PDF

By T H & Bramley, D H Burnham

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Again the five-factor model of both pressures and responses outperforms either the pressure or response domain models. As shown in Figure 2, the five formative dimensions explain approximately 26% of the variance in Autonomy. This compares with approximately 20% for the pressure model and 15% for the firm response model. Due to its superiority we will only comment further on the five-factor model, particularly on how this formative model compares with reflective equivalents. We have already outlined our theoretical case for why the pressures on multinational firms are better measured by formative indicators.

To ensure sufficient variance, this included manufacturing and services, consumer and industrial products, and subsidiaries in industrialised and developing countries. Questionnaires were mailed to 728 subsidiaries with a separate questionnaire for each of the business units in the firm. The responses represented 191 business units from 126 subsidiaries of 119 parent MNEs. 84 were engaged in manmlr vol. 44 . Special Issue . 200411 29 Sunil VenaiklDavid F. Midgleyrrimothy M. Devinney Table 3. Descriptive Statistics No.

Taggart, J. , Strategic Shifts in MNC Subsidiaries, Strategic Management Journal, 19, 7, 1998, pp. 663-681. lPorter, M. , Three Roles of International Marketing in Global Strategy, in Porter, M. E. 111-146. , Dynamic Capabilities and Strategic Management, Strategic Management Journal, 18,7, 1997, pp. 509-533. Velicer, W. /Fava, J. , An Evaluation of the Effects of Variable Sampling on Component, Image and Factor Analysis, Multivariate Behavioral Research, 25, 1987, pp. 97-114. , Market Segmentation, London: Kluwer 2000.

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