The article attempts to identify the key changes in the system of organization and management of transnational corporations (TNCs) that result from the implementation of the network internationalization strategy. The article is divided into three parts. The first part highlights the differences between the network internationaliastion strategy (NIS) and Strategic Corporate Entrepreneurship (SCE). The second part presents a global business network as a structure resulting from the implementation of the NIS. The last part makes reference to the author’s own research results concerning models of internationalisation of TNCs (for a group of 252 corporations classified as Top 100 non-financial TNCs in the years 1991–2014). The subject of the study were development paths of TNCs according to the adopted business integration models as well as the structure of the established relationships and accumulated capital. The result of the interpretation of the results is the identification of a set of key elements of the enterprise architecture of the surveyed TNCs. The summary shows the relevant parameters for the effective implementation of the NIS visible in business models of the most powerful TNCs as fundamental factors of development.

The article attempts to identify the key changes in the system of organization and management of transnational corporations (TNCs) that result from the implementation of the network internationalization strategy. The article is divided into three parts. The first part highlights the differences between the network internationaliastion strategy (NIS) and Strategic Corporate Entrepreneurship (SCE). The second part presents a global business network as a structure resulting from the implementation of the NIS. The last part makes reference to the author’s own research results concerning models of internationalisation of TNCs (for a group of 252 corporations classified as Top 100 non-financial TNCs in the years 1991–2014). The subject of the study were development paths of TNCs according to the adopted business integration models as well as the structure of the established relationships and accumulated capital. The result of the interpretation of the results is the identification of a set of key elements of the enterprise architecture of the surveyed TNCs. The summary shows the relevant parameters for the effective implementation of the NIS visible in business models of the most powerful TNCs as fundamental factors of development.