Both the Sociology and entrepreneurship literatures have long recognised that “involvement and participation in groups can have positive consequences” for individuals (Portes, 1998). Similarly the international entrepreneurship literature has also concluded that patterned relationships generate social capital which helps enterprises overcome the liabilities of newness and foreignness (Chetty & Campbell-Hunt, 2003). Recently scholars have directed their attention towards the phenomenon of transnational enterprises and social capital (Wong and Ng, 2002). For example Light and Gold (2004) found that, such enterprise enjoyed “linguistic and social capital” in international commerce. Yet our understanding regarding transnational enterprises and social capital has largely centred on initial foreign market entry and post-internationalization activity. However from a long-term continuity perspective, the value of such social capital can only be fully realized when it is effectively transferred and managed. Yet only a few studies have examined the transfer and management process (Steier, 2001; Carberra-Sueraz et al., 2001). .This suggests a greater need to understand this process at not only the local but also at the transnational level. Accordingly, this research seeks to bridge this gap through exploring the dynamic process of post-internationalization social capital development among transnational family enterprises.