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3.Method and data
3.1.Data collection
We targeted middle-ranking managers in subsidiaries of MNCs to provide data on corporate culture and
decentralization variables and used a questionnaire survey for this.We complemented this with secondary data on
Hofstede dimensions for each of the home and host countries represented in the sample.Middle-ranking subsidiary
managers are in an ideal position to experience decentralization within their local subsidiary.However,suchmanagers are
notably difficult to access and elicit responses from.We therefore decided to use a purposive networking approach to
gaining access and building a sample frame.This enabled respondents to be identified and qualified in terms of their role
and level within the MNC subsidiary,and also allowed their experience of the international environment of the MNC,
including experience of the headquarters-subsidiary relationship,to be assessed.The background to the survey was also
discussed,encouraging response accuracy by reducing interpretation problems.We received 119 usable questionnaires.
This sample covered 15 countries of origin,18 host countries and 16 distinct industries.One weakness of previous studies
inMNC subsidiary research has been a focus onmanufacturing industries (Boojihawon et al.,2007).Service industry MNCs
accounted for 61.3% of our sample.The sample consisted of well-known diversified MNCs as well as lesser known,more
specializedMNCs.In terms of number of employees,25 cases (21.0%) hadmore than 100,000 employees at the time of the
questionnaire response,34 (28.6%) had less than 5000 employees.In terms of tenure and experience of the respondent
within the MNC,55 respondents (46.2%) indicated that they had greater than 5 years tenure within their MNC and 41
respondents (34.5%) indicated that they had experienced an international placement within theirMNC lastingmore than 3
months.Respondent functions included country managers,sales directors,marketing directors,engineering and project
managers,internal strategy consultants,and training managers.Table 1 shows headquarter (home) countries and the
subsidiary (host) countries of the respondents.
The questionnaire consisted of original Likert style statements against which respondents answered on a 5-point
scale (anchored as:1 = disagree strongly,5 = agree strongly).Scales representing the key variables of interest were built
from these items and guidelines suggest by Nunnally (1978) used to assess reliability.Cronbach alphas were acceptable
and consistent with recent studies using scales to assess integrative mechanisms in MNCs (e.g.Persson,2006).
3.Method and data
3.1.Data collection
We targeted middle-ranking managers in subsidiaries of MNCs to provide data on corporate culture and
decentralization variables and used a questionnaire survey for this.We complemented this with secondary data on
Hofstede dimensions for each of the home and host countries represented in the sample.Middle-ranking subsidiary
managers are in an ideal position to experience decentralization within their local subsidiary.However,suchmanagers are
notably difficult to access and elicit responses from.We therefore decided to use a purposive networking approach to
gaining access and building a sample frame.This enabled respondents to be identified and qualified in terms of their role
and level within the MNC subsidiary,and also allowed their experience of the international environment of the MNC,
including experience of the headquarters-subsidiary relationship,to be assessed.The background to the survey was also
discussed,encouraging response accuracy by reducing interpretation problems.We received 119 usable questionnaires.
This sample covered 15 countries of origin,18 host countries and 16 distinct industries.One weakness of previous studies
inMNC subsidiary research has been a focus onmanufacturing industries (Boojihawon et al.,2007).Service industry MNCs
accounted for 61.3% of our sample.The sample consisted of well-known diversified MNCs as well as lesser known,more
specializedMNCs.In terms of number of employees,25 cases (21.0%) hadmore than 100,000 employees at the time of the
questionnaire response,34 (28.6%) had less than 5000 employees.In terms of tenure and experience of the respondent
within the MNC,55 respondents (46.2%) indicated that they had greater than 5 years tenure within their MNC and 41
respondents (34.5%) indicated that they had experienced an international placement within theirMNC lastingmore than 3
months.Respondent functions included country managers,sales directors,marketing directors,engineering and project
managers,internal strategy consultants,and training managers.Table 1 shows headquarter (home) countries and the
subsidiary (host) countries of the respondents.
The questionnaire consisted of original Likert style statements against which respondents answered on a 5-point
scale (anchored as:1 = disagree strongly,5 = agree strongly).Scales representing the key variables of interest were built
from these items and guidelines suggest by Nunnally (1978) used to assess reliability.Cronbach alphas were acceptable
and consistent with recent studies using scales to assess integrative mechanisms in MNCs (e.g.Persson,2006).
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