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Global Mindset (GM) is a multifaceted construct that has received broad interest among practitioners and academics. It is a fragmented construct at this point in time, due…
Global Mindset (GM) is a multifaceted construct that has received broad interest among practitioners and academics. It is a fragmented construct at this point in time, due to definitional overlap with other constructs such as global leadership and cultural intelligence. This overlap has created complexity for research that attempts to understand GM in isolation. Lack of clear boundaries in defining and conceptualizing this construct challenges researchers who are attempting to capture fully what constitutes GM. Our work seeks to better understand and explain what underlines the individual GM construct and how does this impact the development of global competencies in individual managers.
We systematically review and analyze the individual GM literature thematically to provide an overview of the extant research from a broad array of scholarly sources dating from 1994 to 2017. Our work offers a thematic analysis that provides a visual guide to GM by tracking the corpus of individual-level GM studies. We categorize the research according to its theoretical groundings and basic concepts and proceed review how GM has been operationalized at the individual level and measured. Next, we integrate major dimensions in the GM research and propose a framework to enhance understanding of the phenomenon. Finally, we discuss the implications of our review for the development of GM for practitioners, coaches and trainers.
In this section, we offer a careful and systematic review of the theoretical and empirical studies relating to global mindset that have been published in books and…
In this section, we offer a careful and systematic review of the theoretical and empirical studies relating to global mindset that have been published in books and peer-reviewed journals. This review includes studies that use differing terms to refer to the idea of global mindset but consider the same general concept. At the same time, we exclude studies that do not specifically pertain to global mindset but concentrate on such areas as global leadership, expatriates, and expatriation, even though they may focus on similar underlying themes found in the global mindset literature. We then identify two fundamental themes in the global mindset literature – cosmopolitanism and cognitive complexity – and use these concepts to develop a new integrative approach to global mindset.
The Seventies have experienced a proliferation of citizen, city, state, national and international groups aiming at designing alternative futures for a better society…
The Seventies have experienced a proliferation of citizen, city, state, national and international groups aiming at designing alternative futures for a better society. With few exceptions these groups have neglected to incorporate into their designs the private corporation as an important determinant of these futures. In this paper we provide a conceptual framework which identifies the role of the private corporation as an indispensable agent in future developments. The framework discards the contemporary form of a corporation and proposes a new organic firm.
With the globalization of business, a relevant question is how might people deal with others from fundamentally different backgrounds (cultural, ethnic, functional, etc.)…
With the globalization of business, a relevant question is how might people deal with others from fundamentally different backgrounds (cultural, ethnic, functional, etc.)? Many authors (Rhinesmith, 1992; Paul, 2000; Gupta & Govindarajan, 2002; Kefalas, 1998, just to mention a few) suggest that managers working in international contexts require a specialized way of thinking about the environment in which they operate, a so-called “global mindset.” In the current chapter, we discuss the evolving notion of a “global mindset” and contrast it with extant work on the related concept of “cultural intelligence” (Earley, 2002; Earley & Ang, 2003; Earley & Mosakowski, 2004; Thomas & Inkson, 2004).
This paper attempts to present a general theory to explain evaluation and development of management practices in various social systems, organizations, cultures and…
This paper attempts to present a general theory to explain evaluation and development of management practices in various social systems, organizations, cultures and countries. This theory proposes that there are five stages and levels of sophistication in management. It is also possible to link management‐level in an organization and the type of leadership that goes with it. At higher management levels, more systemic and strategic management is required, also as evidenced in recent international studies by Jaques. Management in developing countries can be enhanced by understanding these stages and levels advanced in international management and administration references.
Within the literature of global mindset there has been much discussion of antecedents. Few attempts have been made, however, to analyze the outcomes of a global mindset…
Within the literature of global mindset there has been much discussion of antecedents. Few attempts have been made, however, to analyze the outcomes of a global mindset. Our chapter undertakes a thematic analysis of global mindset antecedents and outcomes in the 1994–2013 literature. Adopting an inductive approach and borrowing methods from international business and managerial cognition studies, we map, assess, and categorize 42 empirical and 10 theoretical studies thematically. We focus on the antecedents and outcomes at individual, group, and organizational levels. We conceptualize corporate global mindset as a multidimensional construct that incorporates global mindset at the individual level and is dependent on a robust communications infrastructure strategy for its cultivation throughout the organization. Our study categorizes antecedents and outcomes by level and identifies the gaps in global mindset outcomes and firm performance for future researchers to address.
Global mindset is an important theme in the international business strategy and organizational behavior literatures. However, these different paradigms define and…
Global mindset is an important theme in the international business strategy and organizational behavior literatures. However, these different paradigms define and operationalize global mindset in disparate ways, which creates problems for conducting empirical research as the disparity hampers the development of testable models. This article seeks to unify the different paradigms by introducing a third perspective from cognitive psychology that clarifies the process of mindset activation. We apply a process model of mindset activation to global mindset to build a theory of mindset switching relevant for global leaders. We operationalize global mindset as a dynamic process of mindset switching and suggest that the most appropriate mindset for a situation can be primed to activate. We also propose cosmopolitanism and cognitive complexity as antecedents to appropriate mindset activation and mindset switching. Finally, we suggest that mindset/situation congruence results in global leader creativity and boundary spanning. By applying the cognitive psychology literature to global mindset research, we clarify the process of global mindset and why it is important for leaders to understand how different primes might activate the most appropriate mindset. Our model provides a means for managers to become more cognitively aware of how they problem solve in a highly complex and multilayered world. This paper proposes a unique, dynamic model that captures dualities of global leadership. The model provides a new perspective of global mindset that is testable with existing measures and procedures.
It has become fashionable nowadays for economists, planners, forecasters and corporate executives to warn their organizations that they must place their decisions within…
It has become fashionable nowadays for economists, planners, forecasters and corporate executives to warn their organizations that they must place their decisions within the context of the total environment. Many managers ask, “What is the external business environment?”, “How does one go about analyzing it?” This article addresses both of these questions.
Creating a BIM-enabled learning space that spans both higher education and industry offers the possibility of immersive and integrated learning on the basis of real…
Creating a BIM-enabled learning space that spans both higher education and industry offers the possibility of immersive and integrated learning on the basis of real, up-to-date project data for a new generation of students who will be “BIM natives” and can “think in BIM”. This paper aims to elaborate the concept of BIM as a learning environment so that it can be produced for Architecture Engineering Construction (AEC) educational purposes.
The complementary theoretical lenses of Experiential Learning, Structuration Theory and Systems Theory are adopted for conceptualising a BIM-enabled Learning Environment (BLE).
The BLE is proposed in the form of a social system embedded within both the education system and the industry system. The BLE is described in terms of its structures and component subsystems, inputs, outputs and flows at different scales.
In this initial paper, the BLE is merely outlined and its constituent structures alluded to. Further investigation is required to fully detail the BLE.
By describing the identified structures in still more detail, the BLE can be understood to the extent that it can be reproduced in practice for actual learning. This is the goal and expectation going forward.
The derived BLE is described in social terms and this reflects the centrality of social activity to both building and learning. Technology, processes and traditional industry roles are subordinated into supporting functions. This potentially offers opportunities for learners to reflect on all of these and to consider ways of improving them.
In this contribution, we systematically review the extant global leadership literature to identify important bibliometric and thematic patterns in evidence in this…
In this contribution, we systematically review the extant global leadership literature to identify important bibliometric and thematic patterns in evidence in this evolving field of scholarship. Conceptualizing the phenomenon to include leaders/managers/supervisors who hold global, expatriate, or international positions, we draw out insights accumulated from a total of 327 published articles in key management and organizational behavior journals listed in Scopus. Our analysis proceeds in two sequential phases. Our bibliometric analysis first identifies the most cited articles, most published first authors, country bases of first authors, and frequently publishing journals in this field. This characterizes both the diversity and innovative nature of scholarship in the field. Our thematic content analysis, generated through Nvivo 11, isolates two dominant overarching themes that represent the wellspring for the body of literature, namely global leader development and global leader effectiveness. These themes of development and effectiveness are further explicated through six distinct lenses namely cultural, cognitive, learning, personality trait, social/relational, and political. These lenses are underpinned by a suite of theoretical perspectives encompassing individual, system, and contextual considerations. In combination, these sets of analyses bring added systematics to the field and serve as a point of departure for future inquiry.