Global speed: a time view on transnationality

One of the most challenging aspects of the current processes of globalization is the accelerating pace with which communication, technological information, people and goods are ‘spinning’ around the world. With the growth of our spatial scope to a global level, we have become used to acceleration in a highly competitive world, which results in a feeling of real‐time experience, or instantaneity. The ways in which we deal with acceleration are determined by a specific understanding of the relationship between time and organization: from a Western perspective, managerial practices are based on the ratio‐economic, and therefore limited, idea of clock time. From a transcultural perspective, however, other modes of time interfere with the rigidity and linearity of clock‐time‐based organization. Moreover, on a global level a more encompassing, holistic understanding of time can be important to analyse tensions and contradictions in current managerial practices. It therefore seems important to introduce a perspective of time plurality into debates on transnational organization. How does a view of time complexity affect the management of cohesion and loyalty in the current practices of managers who deal with transnational networks?