Leveraging competence dispersed in subsidiaries enable firms to come up with a new combination of ideas and knowledge that improves the innovative capability of a firm. Competence sharing in a single firm has been dealt extensively in literatures, however, very little is said on how to reinforce competence sharing in transnational teams. Multinational corporations/MNC/ establish transnational project teams with the aim to exploit competences located in dispersed units. However, MNCs have diverse way of managing resources and facilities. The amount of resource owned and run by each unit varies significantly. This grants subsidiaries certain level of autonomy and decision making authority which in turn influences knowledge sharing process. This book tries to grasp understanding on competence sharing in transnational projects. Firms competence, transnational teams, project performance monitoring and coordination mechanisms employed by firms are analyzed. The analysis depicts a full picture on the functioning of transnational teams and will assist project managers but more importantly professionals engaged in setting a strategy or anyone interested in exploiting existing competence.