A survey was used to test the hypotheses, supplemented with interviews to help theresearchers understand the context and whether the constructs in the proposed model wasrelevant. 
To begin, interviews were conducted with eight employees and two expatriatemanagers in the Vietnamese subsidiaries. The interviews verifiedthat the key national culture dimensions that affected individuals’ interactions between theHQ and subsidiary were the individualistic-vs-collectivistic dimension and thepower-distance dimensions, and the other two national culture dimensions identified byHofstede were not relevant.The survey was administered to all 70 employees in the Vietnamese subsidiaries.