Designing and supporting transnational teams: The human resource agenda
研究了23家跨国公司中34个跨国团队的人力资源实践，具体展示了如何调整人员配置、培训和奖励系统以支持团队的战略方向。
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.