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1 – 3 of 3Rabi S. Bhagat, Harry C. Triandis, B. Ram Baliga, Tejinder K. Billing and Charlotte A. Davis
The schematic diagram shown in Fig. 1 suggests that a global mindset evolves in the cultural context of industry-specific, organization-specific, and person-specific antecedents…
Abstract
The schematic diagram shown in Fig. 1 suggests that a global mindset evolves in the cultural context of industry-specific, organization-specific, and person-specific antecedents that are salient in the context of the global manager and the environment in which he or she functions. Taken clockwise, we discuss the relevance of various factors that comprise these three important domains and how these domains interact with the overarching cultural contexts salient in the domestic as well as in the international business environment. In Table 1, we present the various factors in industry-specific, organization-specific, and person-specific domains that either facilitate (provide opportunities) or hinder (act as constraints) the development of global mindset and global managers.
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 contents…
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.