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Designing and supporting transnational teams: The human resource agenda
Author(s) -
Snell Scott A.,
Snow Charles C.,
Davison Sue Canney,
Hambrick Donald C.
Publication year - 1998
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/(sici)1099-050x(199822)37:2<147::aid-hrm5>3.0.co;2-w
Subject(s) - multinational corporation , staffing , human resource management , human resources , business , knowledge management , resource (disambiguation) , public relations , management , process management , political science , computer science , economics , computer network , finance
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 © 1998 John Wiley & Sons, Inc.