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Article

Melody L. Wollan, Mary F. Sully de Luque and Marko Grunhagen

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of…

Abstract

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.

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Multinational Business Review, vol. 17 no. 1
Type: Research Article
ISSN: 1525-383X

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Book part

Michael A. Hitt, Mansour Javidan and Richard M. Steers

Because of the importance of a global mindset from both a theoretical and a practical point of view, there is need to examine this construct further to understand its…

Abstract

Because of the importance of a global mindset from both a theoretical and a practical point of view, there is need to examine this construct further to understand its contents, how it is developed, when and how it should be applied, and what its consequences are. Thus, we invited a select group of scholars to develop chapters on specific aspects of this topic to help build a volume accomplishing these goals. Our aim here was to invite the foremost thinkers and writers on this topic.

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The Global Mindset
Type: Book
ISBN: 978-0-7623-1402-7

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Mansour Javidan, Richard M. Steers and Michael A. Hitt

The authors of the various chapters in this book have approached the concept of global mindset from diverse perspectives and have defined it differently. Levy et al. in…

Abstract

The authors of the various chapters in this book have approached the concept of global mindset from diverse perspectives and have defined it differently. Levy et al. in this volume define global mindset as a highly complex cognitive structure distinguished by an openness to and expression of multiple cultural and strategic realities on both global and local levels and the cognitive capacity to moderate and assimilate across this diversity. More specifically, global mindset is typified by three corresponding dimensions: (1) an openness and attentiveness to multiple realms of action and meaning, (2) a complex representation and expression of cultural and strategic dynamics, and (3) a moderation and incorporation of ideals and actions oriented toward both global and local levels (Chapter 1 of this volume). At the core of their definition is the awareness of and openness to multiple realities, meanings, and perspectives.

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The Global Mindset
Type: Book
ISBN: 978-0-7623-1402-7

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Book part

Schon Beechler and Mansour Javidan

While there is strong agreement that globalization is spreading rapidly, there is no agreement on what globalization actually means and how it is measured. Giddens (1999)

Abstract

While there is strong agreement that globalization is spreading rapidly, there is no agreement on what globalization actually means and how it is measured. Giddens (1999) defines globalization as “the worldwide interconnection at the cultural, political, and economic level resulting from the elimination of communication and trade barriers.” He further defines it as “…a process of convergence of cultural, political, and economic aspects of life” (reported in Inkpen & Ramaswamy, 2006, p. 13). Govindarajan and Gupta (2001) define globalization as “growing economic interdependence among countries as reflected in increasing cross-border flows of three types of entities: goods and services, capital, and know-how” (p. 4).

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The Global Mindset
Type: Book
ISBN: 978-0-7623-1402-7

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Book part

Mansour Javidan, Richard M. Steers and Michael A. Hitt

In 2006, a cover story in Business Week suggested that global forces are largely controlling the domestic U.S. economy and that there is little that the U.S. government…

Abstract

In 2006, a cover story in Business Week suggested that global forces are largely controlling the domestic U.S. economy and that there is little that the U.S. government can do. Currently, the United States imports almost $2.2 trillion in foreign goods; in contrast, the U.S. government receives approximately $2.4 trillion in revenues. And, in 2007, the costs of imports are expected to exceed government revenues. In the past, the United States has had a major influence on the world's economy, but this influence is waning (Mandel & Dunham, 2006). The substantial development of several country economies such as in China and India and growing competition in global markets have fueled this change. These changes have heightened the importance of firms’ international strategies and increased the need for more and better research to understand how to develop such strategies and implement them successfully (Nachum & Zaheer, 2005).

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The Global Mindset
Type: Book
ISBN: 978-0-7623-1402-7

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Abstract

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The Global Mindset
Type: Book
ISBN: 978-0-7623-1402-7

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Book part

Mansour Javidan and Mary B. Teagarden

The Global Mindset Inventory® has been developed through a very rigorous theoretical and empirical process. Exploratory and confirmatory factor analysis indicated three…

Abstract

The Global Mindset Inventory® has been developed through a very rigorous theoretical and empirical process. Exploratory and confirmatory factor analysis indicated three components: (a) intellectual capital, (b) social capital, and (c) psychological capital. Each component had good internal reliability. Each component showed evidence for discriminant and convergent validity. The instrument development followed a multiphase, multimethod research methodology, and has robust psychometric properties as evidenced by its strong reliability scores and its multidimensional validity properties.

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Advances in Global Leadership
Type: Book
ISBN: 978-0-85724-468-0

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David A. Waldman and Mansour Javidan

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership…

Abstract

The primary purpose of this chapter is to examine some old truths about leadership at the CEO level, and to summarize a new perspective based on charismatic leadership theory that could help cast light on this important area of strategic management. In so doing, we attempt to move charismatic leadership theory in some new directions by bridging micro-and macro-level conceptualizations. The upper echelons perspective from the strategic management literature is first summarized. We then identify problems in conceptualization and measurement that have served to limit the usefulness of this theoretical approach with regard to understanding the leadership role and effects of CEOs. We present two alternative new models that incorporate the constructs of strategic change, CEO charisma, and perceived environmental uncertainty. Data are also presented, suggesting mixed support for the models. Suggestions are made with regard to future quantitative and qualitative research.

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Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition
Type: Book
ISBN: 978-1-78190-600-2

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Article

Patricia Friedrich, Luiz Mesquita and Andrés Hatum

Drawing from our current original research on cultural trends in Latin America‐based multinational firms, this paper challenges the stereotypical perception of Latin…

Abstract

Drawing from our current original research on cultural trends in Latin America‐based multinational firms, this paper challenges the stereotypical perception of Latin America as a homogeneous region and explores the cultural distances among groups of multinational employees. After collecting surveys from 733 employees across eight multinationals in Argentina, Brazil, Chile, Colombia, and Mexico, we establish that, much like it happens in other lumped‐together regions of the globe, such as “East Asia” and “Africa”, Latin American countries present significant differences in the way firm employees respond to situations where cultural traits are at stake. By researching these countries, we recorded significant variation in aspects such as the treatment and place of women in the workplace, attachment or detachment to formal rules, formal organizational hierarchies, and structured business planning, in addition to varying levels of tolerance to invasion of privacy. Implications of the study include the need to develop methodologies that adequately capture cultural differences within large geographic blocs and business practices that prepare the expatriate, the international manager, and the policy maker for the different realities they are bound to encounter in different countries.

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Management Research: Journal of the Iberoamerican Academy of Management, vol. 4 no. 1
Type: Research Article
ISSN: 1536-5433

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Article

Mansour Javidan, Alan Murray and Gilbert Reschenthaler

A case study of an organisation intransition is examined. It describes aCanadian regional airline which is facingmajor environmental changes andchallenges, and attempts to…

Abstract

A case study of an organisation in transition is examined. It describes a Canadian regional airline which is facing major environmental changes and challenges, and attempts to make the required organisational adjustments. The dynamics of strategic change at that company are then related to the available literature. Of particular interest are the stakeholder model and the literature on organisational learning.

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Journal of Organizational Change Management, vol. 3 no. 3
Type: Research Article
ISSN: 0953-4814

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