The aim of this article is to develop a framework that encapsulates the key managerial complexities of running offshore branch campuses. In the transnational higher education (TNHE) literature, several managerial ramifications and impediments have been addressed by scholars and practitioners. However, the strands of the literature are highly scattered and not addressing the issues coherently and consistently. Therefore, in the first section of this article, we review the literature and highlight this fragmentation. In the second section, we borrow and explore a paradigm from the strategic management literature, known as the dichotomy of global integration (I) versus local responsiveness (R). This paradigm leads us to construct a multidimensional framework that proposes a perceptive insight into the field by reframing, reconceptualizing, and synthesizing the managerial complexities from a strategic perspective. It also highlights the hazards of taking polarized strategic stances (global integration or local responsiveness); the analysis suggests a "both-and" approach. We argue that the framework could be used as an analytical tool for TNHE institutions to reflect on their positions and potential change strategies. (Contains 1 figure.)