1. Adler is however rather concerned with the degree of formalization than with the type of formalization. Adler defines the degree of formalization as a degree of bureaucracy which should depend on the routine or the degree of routine of tasks. The degree of formalization (which is on the vertical side of the matrix) is defined as being either enabling or coercive depending on the degree of goal congruence on which we focus in our study.
2. This result does not only make perfect sense, it is also consistent to current literature. For completeness reasons, we have to mention however that this only partly resembles the original design of the questionnaire. We will later see that one item of customer system integration logically and statistically rather belongs to ‘actual’ customer integration.
3. Even though Jayaram et al. (1999) are probably right in pointing out that the competitive priorities of manufacturing strategy could be furthermore structured into subdimensions (which can always be done), we will focus on the classical construct.