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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.

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.

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).

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).

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.

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.

The metaphor of a poker game suggests the reality of international business as a competitive field in which players test their wits against each other, often using guile, and play at high levels of uncertainty. The game's rules are essentially simple but there is extensive room to maneuver. If business were actually conducted internationally with one set of clear rules used by all, then it would be like chess. A chess master can play against many others, given the highly structured nature of the game's processes. A poker master takes on a different kind of complexity, and in that, the reading of others’ minds, characters, behavior patterns, and interactions becomes crucial. The essential challenge of the global mindset is that, whereas you might think you are playing chess against several opponents, you are actually playing poker.

Developing successful relationships with people from different cultures is challenging by definition. Several reasons account for this, including people's tendencies to have preconceived notions about how the world works (or should work), how individuals behave (or should behave), and which behaviors are acceptable (or unacceptable). These ideas are largely influenced by our personal experiences and the cultures in which we grew up. We tend to approach intercultural interactions based on our own perceptions, beliefs, values, biases, and misconceptions about what is likely to happen (Kluckhohn, 1954; Geertz, 1973; Hofstede, 1980, 1991; Trompenaars & Hampden-Turner, 1998; Schneider & Barsoux, 2003; Steers & Nardon, 2006). As a result, when we engage in exchanges with people from different cultures we often find that the consequences of our actions are different from what we expected or intended (Adler, 2002). The results can range from embarrassment to insult to lost business opportunities.