Designing and supporting transnational teams: The human resource agenda

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

Research output: Contribution to journalArticle

32 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 languageEnglish (US)
Pages (from-to)147-158
Number of pages12
JournalHuman Resource Management
Volume37
Issue number2
DOIs
StatePublished - 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

Fingerprint Dive into the research topics of 'Designing and supporting transnational teams: The human resource agenda'. Together they form a unique fingerprint.

  • Cite this