employees are appraised by their immediate superiors, and this can pose problems for subsidiary chief executive officers (or senior managers). They work in countries geographically distant, yet are evaluated by superiors back at headquarters who are not in a position to see on a day-to-day basis how the expatriate performs in the particular situation. Consequently, subsidiary managers tend to be assessed according to subsidiary performance, with a reliance on hard criteria similar to that applied to heads of domestic units or divisions. Of course, there is a danger that a subsidiary manager will take decisions and implement local strategies that favor short-term performance to the detriment of longer-term organizational goals.