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Transnational project teams and networks : Making the multinational organization more effective

Author

Listed:
  • David Schweiger

    (University of South Carolina [Columbia])

  • Tugrul Atamer

    (EM - EMLyon Business School)

  • Roland Calori

    (EM - EMLyon Business School)

Abstract

The role of transnational project teams and networks (TPTNs) has increasingly become an important organizational mechanism for facilitating horizontal cooperation in multinational corporations (MNCs). In spite of this importance, there is little information on this innovative form of organization. Using data collected from 9 teams in several organizations, this paper explores the impact that context has on TPTNs, how such teams function and the role that leadership plays in their effectiveness. Practical recommendations and implications for future research are provided.

Suggested Citation

  • David Schweiger & Tugrul Atamer & Roland Calori, 2003. "Transnational project teams and networks : Making the multinational organization more effective," Post-Print hal-02311650, HAL.
    • Handle: RePEc:hal:journl:hal-02311650
    DOI: 10.1016/S1090-9516(03)00006-3
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    Citations

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    Cited by:

    1. Zander, Lena & Mockaitis, Audra I. & Butler, Christina L., 2012. "Leading global teams," Journal of World Business, Elsevier, vol. 47(4), pages 592-603.
    2. Umer Zaman & Laura Florez-Perez & Saba Abbasi & Shahid Nawaz & Pablo Farías & Mahir Pradana, 2022. "A Stitch in Time Saves Nine: Nexus between Critical Delay Factors, Leadership Self-Efficacy, and Transnational Mega Construction Project Success," Sustainability, MDPI, vol. 14(4), pages 1-19, February.
    3. Aurélien Portuese, 2012. "Law and economics of the European multilingualism," European Journal of Law and Economics, Springer, vol. 34(2), pages 279-325, October.
    4. Sharp, Ziva, 2010. "From unilateral transfer to bilateral transition: Towards an integrated model for language management in the MNE," Journal of International Management, Elsevier, vol. 16(3), pages 304-313, September.
    5. S. X. Zeng & X. M. Xie & C. M. Tam & P. M. Sun, 2008. "Identifying cultural difference in R&D project for performance improvement: A field study," Journal of Business Economics and Management, Taylor & Francis Journals, vol. 10(1), pages 61-70, November.
    6. Kostova, Tatiana & Marano, Valentina & Tallman, Stephen, 2016. "Headquarters–subsidiary relationships in MNCs: Fifty years of evolving research," Journal of World Business, Elsevier, vol. 51(1), pages 176-184.
    7. Stephen Chen & Ronald Geluykens & Chong Ju Choi, 2006. "The importance of language in global teams: A linguistic perspective," Management International Review, Springer, vol. 46(6), pages 679-696, December.
    8. Randi Lunnan & Sverre Tomassen & Ulf Andersson & Gabriel R. G. Benito, 2019. "Dealing with headquarters in the multinational corporation: a subsidiary perspective on organizing costs," Journal of Organization Design, Springer;Organizational Design Community, vol. 8(1), pages 1-24, December.
    9. Maria Adenfelt & Katarina Lagerström, 2008. "The development and sharing of knowledge by Centres of Excellence and transnational teams: A conceptual framework," Management International Review, Springer, vol. 48(3), pages 319-338, May.
    10. Ting Liu, 2018. "The Review of Language Studies in International Business: Suggestions and Future Directions for Japan," Discussion Papers in Economics and Business 18-30, Osaka University, Graduate School of Economics.
    11. Florin POPESCU, 2016. "Research On Complex, Large Industrial Projects In Transnational Environment," SEA - Practical Application of Science, Romanian Foundation for Business Intelligence, Editorial Department, issue 12, pages 593-607, December.
    12. Christopher Melin, 2011. "Le management de projets des firmes multinationales comme un mécanisme de coordination des relations siège-filiales," Post-Print hal-00690839, HAL.

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