Parent-company role conception is communicated to the HCN, but it crosses the cultural boundary, as does feedback expressed as the HCN's role behavior (the straight arrows in Figure 6.6). Input from host-country’ role senders, though, does not cross a cultural boundary. The HCN receives role expectations and enacts role behaviors in his or her own cultural environment. For subsidiary staff below the top management level, one would expect that the performance management system be localized to take into consideration local behavioral norms of work behavior. Torbiörn's model depicts only HCN managerial role conception and communication.