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    Internationales ideenmanagement als teil der “transnational solution“ –interkulturelle und organisationale herausforderungen auf dem weg zum transnationalen unternehmen im unternehmen x
    (Türk-Alman Üniversitesi, 2018) Barbaros, Kristin; Maletzky, Martina
    This paper aims to analyze to what extent the Ideas Management department of company X corroborates to the transnational strategy of Bartlett and Ghoshal. In general organizations that operate internationally face challenges on how to manage their worldwide activities efficiently. The mentioned authors argue four major organizational types and suggest that one approach possesses the capability to cope with increasing complexity best: the transnational organization. However they had not provided sufficient data that the strategy can be applied to all internationally operating companies. On these grounds this study first gave a detailed explanation on the four organizational models by Bartlett and Ghoshal with special emphasis on the transnational strategy. Afterwards the department of Ideas Management at company X was introduced as the unit of analysis. To explore the actual circumstances within the department and its international exchange with other subsidiaries, a qualitative research approach was chosen. Therefore data for this study were gathered from interviews. Ten relevant stakeholders within worldwide Ideas Management departments were interviewed with regard to functions, structure of the department and international exchange of information and knowledge. The interviews were analyzed with the help of content analyses and linked with the aspects of the theory. The results showed that there is solid evidence of elements of the transnational strategy as well as multinational strategy within the researched department. Nevertheless the responses also showed that objectives of the international exchange are not fully conclusive to the Ideas Management departments of the company X. Although all participants verbally advocated the exchange, initiatives in daily business were few. Reasons for that were due to different processes and tools that are used within the organization. Besides the organizational barriers the interviews also revealed low awareness of intercultural aspects. Issues like language barriers, missing personal interaction and hierarchy were not considered as a difficulty by some of the steakholders. Altogether further research for other departments and industries is needed to understand the whole scope of the transnational organization and its challenges.