This paper studies cross-cultural differences in perceptions of QM principles and their operationalization in two facilities of a multinational company situated in different countries. Based on loosely coupled system and rubber band model, a strategy managing the quality for multinational companies is suggested.  The headquarter should establish a global quality strategy and promote common perceptions of QM principles, but allow for local adaptation of QM practices at operation level since subsidiaries may have different means to achieve the common quality. Also, the rotating managers help promoting the global quality strategy at the subsidiaries and strengthening the bond across facilities.