As a second illustration, a study including 97 multinational corporations suggested that they have adapted their performance management system in their subsidiaries in Bulgaria and Romania. Specifically, although performance is measured similarly around the world (see standardization criterion below), the interpersonal aspects of the system are adapted and customized to the local culture. For example, performance management system in the subsidiaries are more likely to differ from those in the headquarters as differences in power distance (i.e., degree to which a society accepts unequal distribution of power) increase between countries.