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This paper aims to investigate the influence of a corporate global mindset and international experience on the internationalization process of Brazilian franchisors. The purpose is to study the role played by global mindset in the internationalization process of franchisors from an emerging country by answering the question: What is the impact of a global mindset on the level of internationalization?

A survey of 104 companies was conducted with franchise managers to compare Brazilian (domestic-only and internationalized) franchisors to foreign franchisors with operations in Brazil. The collected data were analyzed through descriptive statistics, ANOVA and regression analysis.

Results showed that the firm’s experience in international markets (measured as the number of years in foreign countries) has a positive relation to corporate global mindset. Developing a corporate global mindset should help Brazilian franchises to grow internationally. The findings indicate that Brazilian franchisors fall behind their foreign counterparts in international experience, which affect the skills, knowledge, disposition and organizational structure needed to be successful outside their home market.

Franchisors who decide to internationalize should carefully consider the need for developing a global mindset, especially in terms of investing in communication technologies, adequate human resources and an organizational structure to support international operations.

This research contributes to the international franchising literature by exploring the role of a global mindset in the context of franchises from an emerging market. Using a multidimensional concept of corporate global mindset, comprised of global orientation, global knowledge and global skills, this study adds an aspect of international franchising beyond institutional and economic explanations.

This chapter addresses the call for identification of organizational contingencies related to a global mindset, exploration of different forms of a global mindset, and the relationship of global mindset with global strategies. To this end, the chapter explores global mindset development in the context of a three-year case study of middle managers in a Danish multinational corporation working with deliberate global mindset capability development as a vehicle for global strategy execution. The analysis of individual middle manager practices of a global mindset and associated organizational practices, as observed from a middle manager strategy implementation perspective, is condensed into four core aspects of individual-organizational practice that enables the enactment of global mindset: inclusive strategy co-creation, interactional synergy, imagined community building, and performance flexibility. On the basis of these learnings, the potentials and opportunities of applying a contextual, behavioral perspective on global mindset that incorporates both individual and organizational factors, as opposed to a generic, cognitive perspective, are discussed in terms of advancing knowledge of both the global mindset–performance causal chain and the practical impact of global mindset research.

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.

The purpose of this paper is to exemplify how Mr Surya Kant, President of North American, UK and European Operations in Tata Consultancy Services (TCS), leads and grows a complex global company by adopting and operationalizing a global mindset.

This paper applies a social constructionist interview method, which focuses upon the reflectivity of the research in critically constructing meaning from qualitative data collected through personal interviews. The paper links information gleaned from a semi‐structured interview with Mr Kant to a theoretical discussion of the construct of global mindset. In so doing, it demonstrates the paradox of complexity in global leadership and illustrates the applicability of theory in global leadership practice.

This paper aids in making the case for the application of an inductive qualitative methodology by showing that inductive approaches to business research have, as their base, the lived experiences of people operating in a business context. The paper found a close link among the theoretical constructs of global mindset, paradox theory, complexity, leadership and global business, and their use and applicability in driving a global corporation.

In making explicit the links between theory and practice, this paper illuminates the practical application of academic literature and theoretical constructs in the arena of global business and global leadership, thereby bridging the oft‐cited theoretician‐practitioner‐bifurcation in business research.

Emerging markets play an important role in the global economy. However, a common feature of most emerging markets is that firms must operate in a resource-constrained environment. In emerging markets, global mindset is a necessary resource for firms’ global competitiveness. Although global mindset has been proven to improve export performance, the theoretical mechanism behind this relationship is less clear. Based on the resource-based on the resource-based view and capability-building perspective, this study developed a model linking global mindset, relational capability, bricolage capability, innovation, and export performance.

A survey was conducted to collect data from exporting firms in Taiwan. Subsequently, the data (n = 172) were analyzed using a partial least squares program.

The analytical results reveal that a global mindset positively influences relational and bricolage capabilities; relational capability positively affects bricolage capability; relational capability and bricolage capability have significant and direct effects on innovation; and innovation positively affects export performance.

The findings confirm that a global mindset plays a crucial role in the capability-building process, which suggests that it contributes to the development of relational and bricolage capabilities. Also, relational capability is critical for exporting firms to develop bricolage capability. Finally, innovation is an important mediating mechanism between capabilities and export performance. Therefore, exporting firms can develop their international business models on the basis of their capabilities, including relational capability and bricolage capability. These capabilities improve innovation, which, in turn, enhances export performance in a resource-constrained environment.

The purpose of the paper is to conduct a global literature review and develop a viewpoint on the most critical success factors required to develop a global leadership mindset.

The paper takes the form of a global literature review and the author's viewpoint.

Global leadership development must be driven by an organization's global business strategy. Having “global” experiences at work does not guarantee effective global leadership. The acquisition of a true global mindset enables leadership effectiveness in a global capacity. As cultural and business complexity increase so does the demand for a global mindset, almost exponentially given the intersect of this complex environment.

Methods for global leadership development include examination, education, experience and exposure.

The paper provides a fresh perspective.

Many managers are experiencing a “quickening” of their decision‐making processes. The globalization of business, the advances in communications technology and increasing demand for prompt data analysis and interpretation have been the primary drivers on the impact of time for decision making. Modifications in the timeline of decision makers affect the development of a corporate global mindset in a complex manner. This leaves top managers groping for a meaningful decision‐making framework that provides rationale to justify their choices under time pressure. In this article, a decisional framework based on the notion of social time or “timescape” is developed. The construct of timescape is captured by seven dimensions: time frame, tempo, temporality, (a)synchronization, sequence, emerging pauses/gaps and simultaneity. Each is examined in a global environment. Within the proposed framework, decision rules are developed relative to the flexibility and responsiveness of managers’ decisions.

This paper aims to identifying managerial mindset by constructing a cognitive or integrative geocentrim index. Going international is either an extension of successful domestic business operations or a requirement for remaining competitive. It is imperative for firms to be a part of the international market. Therefore, firms should want to know how internationalized are their operations. To gain such knowledge requires measuring the degree of internationalization, which, in turn, is related to “managerial mindset”.

Based on literature review, four dimensions of integrative geocentrism were identified, which also dealt with content validity of the index. A questionnaire was constructed reflecting these dimensions. The sample of 59 managers, whose jobs were involved in international business, completed the questionnaire. Reliability was established using Cronbach’s alpha.

The construction of this index was an attempt in providing an objective way of measuring managerial mindset, which could be a way of measuring the degree of internationalization of firm.

Cronbach’s alpha was used to measure the reliability of the index. It was within the acceptable range. Future research could expand upon this index by improving its reliability and expanding the range of question items.

Often, a question is posed about the international standing of a firm, either by the managers inside the firm or by others outside. Almost always, the answer to such a question is an opinion and a guess. The application of this index enables firms to respond to such a question objectively.

Information on the mindset of multinational company (MNC) managers would be useful in identifying how to overcome the shortcomings.

This index is useful to MNC as a measure of internationalization progress. The benefits of the index are twofold. First, it generates an understating about the mindset of managers. Second, it identifies needed changes and corresponding necessary actions.