# Model for Global Quality Management System in System of Systems
## 3 Results  
### Subsection Model of G-QMS in Sectors of SoS  
Our analysis revealed the complexity and uniqueness inherent in each SoS, especially those with tailored multi-organizational structures. Hence, no singular structure or content for G-QMS in Sectors of SoS could be identified. Instead, the SoS tends to shape the multi-organizational layout around it, along with the G-QMS. The proposed model for G-QMS in Sectors of SoS encapsulates two base supra entities: _G-QMS of G-Organization in Sectors of SoS (G-QMS of G-Org. of SoS)_ and _G-QMS in SoS_, as is illustrated in Figure 3. _G-QMS of G-Org. of SoS_ is a G-QMS of a multi-organizational structure based on the multi-entity G-organization. This pertains to a G-organization that can be a main contractor (concessionaire) of a SoS project or a contractor of one or more CSs of the SoS in the project and is based on the multi-organizational structures of the G-organization. However, this G-organization is a global company in one of the SoS sectors. The second supra entity, _G-QMS in SoS_, is defined as a G-QMS built for the realization of the SoS project and inherently incorporates structural elements from the G-QMS of G-Org. of SoS. These entities, though separate, share extensive interrelationships in both content and structure, particularly necessitating an understanding of the G-QMS of G-Org. of SoS model to engage with the G-QMS in SoS entity model effectively. The research results identify the following main principles that form the G-QMS in Sectors of SoS model. These principles are relevant to the model as a whole but also to each of its two base supra entities separately. * This is a **model of a global multi-organizational system (G-organization)**, which largely depends on global aspects, mainly the following: (1) A competitive and extremely rapidly changing global business/technological environment. (2) Adjustment to regulatory bodies that are usually characterized by a statutory-political base, making it necessary to adapt to a large number of regulations across the globe and that are changing at a higher and higher rate. (3) People management in the reality of high mobility of people inside and outside the organization and within the multi-organizational structure. As one of the respondents put it, _\"Where to place the people in the best way, so that they give the best contribution to G-QMS.\"_ In a global company, especially in the SoS sectors, the need for professional expertise is crucial. Consequently, global and advanced companies promote organizational values such as _diversity_ and _inclusion_. Another sub-aspect, due to the global organizational deployment, is management that can be done remotely, around the clock, and that allows employee relocation across the globe. (4) Organizational culture in the aspect of a global company with a large structure and worldwide deployment. * The **model is affected by the G-organization nature,** which is related to aspects such as the following: (1) The type of SoS sector, specifically the field of occupation itself, and how the G-organization interacts with its clients. (2) The G-organizational strategy and the top management commitment to G-QMS. (3) The organizational culture, besides the global ones of the G-organization, as well as its organizational evolution. (4) The level of professionalism of the G-QMS leaders, including the head of the G-QMS and the senior managers who head the local QMSs. * The **model is based on each of the eight base anchors** identified in the work of [PERSON] et al. [4], extending and reinforcing them. For example, the dynamic nature of G-QMS in Sectors of SoS across sequences is aligned with base anchor number 8, illustrating variations and transformations in G-QMS among different G-organizations and SoSs and over time within the same entities. The result is that there are a multitude of structures and configurations of both G-QMS supra entities models separately and when combined.