Designing and supporting transnational teams: The human resource agenda

Scott A. Snell; Charles C. Snow; Sue Canney Davison; Donald C. Hambrick

doi:10.1002/(SICI)1099-050X(199822)37:2<147::AID-HRM5>3.0.CO;2-W

Designing and supporting transnational teams: The human resource agenda

Scott A. Snell, Charles C. Snow, Sue Canney Davison, Donald C. Hambrick

Management and Organization

Research output: Contribution to journal › Article › peer-review

42 Scopus citations

Abstract

As the challenges of managing across borders become increasingly complex, companies are exploring innovative ways to organize and manage people. Many are turning to the use of transnational teams composed of individuals from multiple nationalities working on tasks that span multiple countries. This article reports the findings from a study of human resource practices used in 34 transnational teams from 23 multinational firms. The article provides specific examples of how staffing, training, and rewards systems are adapted to support the strategic orientations of these teams.¹

Original language	English (US)
Pages (from-to)	147-158
Number of pages	12
Journal	Human Resource Management
Volume	37
Issue number	2
DOIs	https://doi.org/10.1002/(SICI)1099-050X(199822)37:2<147::AID-HRM5>3.0.CO;2-W
State	Published - Jan 1 1998

All Science Journal Classification (ASJC) codes

Applied Psychology
Strategy and Management
Organizational Behavior and Human Resource Management
Management of Technology and Innovation

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10.1002/(SICI)1099-050X(199822)37:2<147::AID-HRM5>3.0.CO;2-W

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Designing and supporting transnational teams: The human resource agenda

Abstract

All Science Journal Classification (ASJC) codes

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