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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 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 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.

Why are some organizations more innovative than others? The purpose of this paper is to propose a comprehensive model of innovation to modify Kanter's model of innovation in organizations that rely solely on structural factors – to the exclusion of managerial characteristics – to explain differences in innovations across organizations.

The proposed model of innovation in organizations uses the cognitive attitudes of managers in an organization as the underlying explanation for the micro‐processes that result in innovation.

The study identifies some dimensions of managerial cognition that possibly influence the important tasks of innovation identified in Kanter's model.

The model considers five dimensions of managerial mindset – cosmopolitanism, cognitive complexity, entrepreneurship, boundary spanning, and adaptability – as predictors of the different tasks in Kanter's model of innovation. This list is by no means exhaustive and hence there could be many other characteristics that could be included in the model. Testing the model could therefore lead to omitted variable bias.

This paper has huge practical implications for business firms that seek to embrace innovation to grow. Most organizations set up structural processes to foster innovation while ignoring the human dimensions that explain innovation. If the cognitive attitude of employees or citizens explains the level of innovation in an organization or society then organizations and societies can work on measures that will influence the cognitive attitudes of their employees and citizens, respectively.

This paper develops a multi‐dimensional construct termed as “managerial mindset” to provide a new perspective on the innovation process in an organization. The individual/manager in the organization is considered as the focal point for understanding the process of innovation as opposed to the structural features in Kanter's model.

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 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.

Global mindset has gained the respectable attention of international business scholars. Global mindset is a multidisciplinary concept comprised of cognitive and cultural dimensions which both influence the international behavior and decision making of the firm. The key purpose of this paper is to demonstrate that global mindset is a crucial cognitive driver of the small and medium‐sized enterprise (SME) internationalization process. In order to do so, it aims to establish the link between global mindset and export performance outcomes.

Using a literature review, the conceptual model was developed. Data were obtained through survey questionnaire and analyzed using partial least squares (PLS) path modeling on the sample of 121 exporting SMEs in Croatia.

Findings of this study suggest that global mindset is positively, directly and significantly related to the export performance. Furthermore, the link between global mindset and export performance was assessed with the moderating effect of international experience (export diversity and export intensity) and findings reveal that there is no significant moderating effect present.

Findings of this study suggest that global mindset is a crucial driver of the SME internationalization process as it exhibited a significant impact on the export performance outcomes. However, the focus of this paper was solely on the strategic (cognitive) dimension of global mindset. Future studies are yet to reveal the relevance of the integrated concept of global mindset.

The value‐added of this study is in the idea that market‐specific experience cannot be easily transferred to other foreign markets by utilizing global mindset. The moderating effect of international experience dimensions on relationship between global mindset and export performance was found to be insignificant. Eventually, findings suggest that global mindset is not related to the SME's international experience.

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.

The concept of global mindset was introduced more than a decade ago as a prerequisite for successful internationalisation of small- and medium-sized enterprises (SMEs). However, the pace of global integration and globalisation has accelerated, and complexity has increased. Therefore, the authors ask: To what extent is global mindset still a critical driver for successful international expansion of SMEs? We are particularly interested in learning how global mindset is reflected in the decision making of internationalising SMEs in Finland. To answer this question, we test four propositions which concern the relationship between global mindset, decision-making logic and SME performance. Our empirical study is based on a cross-sectional sample of Finnish SMEs, and the authors find that global mindset seems to be linked to both effectual decision-making logic and improved international performance. On the other hand, in our data set effectual decision making and SME performance were not linked; thus, global mindset predicts international rather than overall performance of the Finnish SMEs. Overall, this study confirms the continued relevance of the global mindset concept. Furthermore, it indicates the connection between global mindset and entrepreneurial decision making and that their joint effect is relevant when explaining entrepreneurial internationalisation.

This paper aims to attempt to develop an integrative theoretical framework that approaches global industrial marketing from a managerial cognition perspective.

Drawing from the managerial cognition research, business strategy research, and international business research, this paper develops a theoretical framework that is relevant to global industrial marketing.

Global industrial marketing research has much to gain from the managerial cognition literature. The framework developed in this article presents relevant managerial cognition variables, their individual and firm level antecedents, and desirable outcomes.

The framework presented in this paper provides strong theoretical foundation for further theory development in global industrial marketing research and managerial cognition research. However, given the conceptual nature of our research, empirical scrutiny and further conceptual and empirical research are required.

Given the growing importance of global industrial marketing, the authors hope that this article provides a theoretical foundation for future research. For practitioners, the framework provides a useful starting point for evaluating managerial cognition in their firms and effective usage of the managerial cognition concept.