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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 this paper is to investigate the strength of organisational strategy, technology intensity and entrepreneurial orientation as predictors of managerial global mindset intensity in the Indian and Chinese service industry.

A pluralist research design that captured quantitative and qualitative data from 239 Indian and 210 Chinese indigenous managers was evaluated to test the hypothesised relationships of a conceptual model that was developed from the contemporary relevant literature.

The results of the investigation demonstrate that technological intensity and entrepreneurial orientation were significant determinants of managerial global mindset intensity. Qualitative information that revealed technological intensity and entrepreneurial orientation were dominant drivers from developing and nurturing managerial global mindset intensity.

In spite of both study countries having large populations, the evaluated sample sizes were of reasonable magnitude. The evidence of indicators that strongly reform the domain of global managerial mindsets has considerable application for corporations operating in the international marketplace.

The rising dominance of the service sector as well as the changing economic, political and social landscape are compelling organisations to more fully understand the dynamics of the dramatic shifts in managerial thinking.

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 study aims to provide a case example of two partner institutions and business faculty who creatively used a collaborative online international learning (COIL) experience during the height of the COVID-19 pandemic and transition to online learning to internationalize an undergraduate business class and use existing technology to offer a case study project to further students’ global mindset.

Using open-ended qualitative comments from an American college and a Peruvian university, researchers uncovered key themes from a virtual COIL-based learning experience offered as part of an international business class.

Student end-of-course evaluation comments from both countries validated the success of the learning experience and value of working together with other students and faculty in a virtual setting.

Areas for future research are provided to extend these initial exploratory findings. However, the implications are clear that the methodology is also appropriate in nonpandemic situations and can quickly bring a global mindset to remote corners of the globe and ensure all students experience the “virtual” study abroad, even when there are travel limitations or budget restrictions for students or the institutions.

The implementation detail provided can be easily replicated by other institutions with a global mindset and internationalization goals.

The proliferation of COIL-based experiences will impact how study abroad experiences are defined and offered in the future.

While researchers have documented COIL experiences in the academic literature, their use during the COVID-19 pandemic, as often the only solution for on-going internationalization, has not been thoroughly studied or documented. In addition, the class activities further used team-based international workplace pedagogy, authentic engagement and technology.

The purpose of this paper is to explore conceptualizations of mindset across disciplines with particular attention to scholars’ care in defining and operationalizing the construct of mindset. Theories of mindset have witnessed increased attention through a variety of disciplines for their applicability as processes with the potential to influence individual and/or organizational outcomes. Exploration of mindset conceptualizations and characterizations reveal substantial divergences.

This conceptual paper generally examines the utilization of mindset constructs via a multidisciplinary review of literature and specifically details three mindset theories (implemental and deliberative, global and growth and fixed mindsets) to illuminate such disparities.

This paper categorizes the significant variations of the mindset construct and research via three distinct streams. Each stream highlights knowledge as instrumental in the mindset construct; however, the ways in which varying aspects of knowledge, knowledge mechanisms or knowledge as a component of an individuals and/or organization’s identity correspond to the inherent presuppositions of varying articulations of mindset theory and praxis.

Effectively influencing an individual and/or organization’s mindset necessitates an accurate assessment of the mindset construct. Further, evaluating the applicability of mindset research and/or feedback from a consultant warrants attention to the assumptions undergirding the mindset construct.

Generally, mindset studies and theories have scantly attended to both the historical development of mindset research as well as divergences in the research record within and across disciplines. This paper attempts to address this deficiency. Further, this paper appears to be the first attempt to compare and identify varying conceptualizations and characterizations of mindset theory and, therefore, identifies previously unidentified assumptions.

The purpose of this paper is to provide guidelines to IHRM by providing a set of personal and psychological competencies that are relevant to the development of global mindsets in global leaders.

The authors adopted the qualitative research approach by conducting interviews with 22 top managers and organizing focus groups to 102 expatriated Brazilian global leaders.

The findings suggest that the language proficiency, the complexity of the global role and the positive psychological traits are highly relevant when developing global mindsets.

The researcher argues that the IHRM must review its practices regarding the management of international assignments which efficiency is overrated by top managers.

The purpose of this qualitative research study was to explore the requirements of leading in a global environment as perceived by the leaders participating in this study as well as the way these leaders learn and develop their global mindset.

The research methodology informed by social constructivism included in‐depth interviews with 24 global leaders that were analyzed using constant comparative and content analysis. The findings presented in this paper are part of a larger study on the meaning of global leadership and mindset. The framework for this research was guided by the Global Leadership Mindset (GLM) model developed by the authors and their colleagues.

Transcendence, plasticity of the mind (flexibility, thinking differently, rebalancing, openness, having multiple frames of reference), mindfulness, curiosity, and humility emerged as requirements of leading in the global environment. The global leaders' learning journeys were characterized by informal learning during everyday work and life experiences including learning from mistakes, and from and with others. Self‐reflection leading to the “self‐awareness of otherness” as well as reflection with others were at the core of learning and developing the global mindset of these leaders.

The findings of this study highlight the role of human resource development (HRD) professionals in facilitating self‐reflection and reflection with others – core processes for the learning and development of global mindset. HRD professionals are called to address both the “you don't know what you don't know” phenomenon by offering cross‐cultural training programs and experiential learning opportunities and the “you know what you don't know” daily challenges of global leaders and their team members. Initiatives that will incorporate self‐reflective and reflective processes will allow the participants to make meaning of their learning.

This is an initial attempt to explore the development of a global leadership mindset as informed by the GLM model with a focus on its learning component. The findings of this study could inform leaders preparing to work in global environments and HRD professionals called to develop learning environments and a learning culture in global workplaces.

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.

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.