There has been a trend within global factories to augment traditional output-based control measures.
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Q3: Geographical organizational structures encourage staff collaboration in
Q4: A product structure is attractive to single
Q5: Matrix structures suffer from problems of complexity,
Q6: Centralization in a global factory is encouraged
Q7: In principle, a control process is a
Q9: After completing strategic analysis, an organization faces
Q10: Corporate culture is an example of behavioural
Q11: External embeddedness in the local environment increases
Q12: As well as organizational structure the global
Q13: Externalization within the global factory alters the
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