The ambivalence of many managers to localness is also rooted in
legitimate questions: how can locally controlled organizations
achieve coordination, synergy between business units, and collaborative
efforts toward common corporate-wide objectives? In other
words, how can the organization achieve "control" if local managers
are not being controlled? How can the locally controlled organization
be something other than simply a "holding company," where
corporate headquarters imposes financial standards and otherwise
leaves local operations completely alone?