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Cultivating a global mindset
Abstract
Executive Overview
The economic landscape of the world is changing rapidly and becoming increasingly global. For virtually every medium-sized to large company in developed as well as developing economies, market opportunities, critical resources, cutting-edge ideas, and competitors lurk not just around the corner in the home market but increasingly in distant and often little-understood regions of the world as well. How successful a company is at exploiting emerging opportunities and tackling their accompanying challenges depends crucially on how intelligent it is at observing and interpreting the dynamic world in which it operates. Creating a global mindset is one of the central ingredients required for building such intelligence. In this article, we address the following issues: why mindset matters, what a global mindset is, the value of a global mindset, and finally, what companies can do to cultivate a global mindset.
... La literatura reconoce a la mentalidad global como un importante antecedente y predictor de la internacionalización, como lo confirman estudios previos (Begley y Boyd, 2003;Bowen e Inkpen, 2009;Bradford, 2018;Ciszewska-Mlinarič, 2015;Felício et al., , 2015Felício et al., , 2016Gaffney et al., 2014;Galhanone et al., 2020;Goxe y Belhoste, 2019;Gupta y Govindarajan, 2002;He et al., 2020;Kwiotkowska, 2021;Kyvik, 2006Kyvik, , 2011Kyvik et al., 2013;Lappe y Dörrenbächer, 2017;Leonidou et al., 2002;Levy et al., 2007;Miocevic y Crnjak-Karanovic, 2012;Murtha et al., 1998;Nummela et al., 2004;Osland et al., 2006). Estos autores concluyen que la mentalidad global es un impulsor cognitivo clave en el proceso de internacionalización y un factor determinante del desempeño internacional. ...
... Otra de las definiciones más utilizadas en la literatura es la planteada por Gupta y Govindarajan (2002). Según estos autores, una mentalidad global es aquella que combina la apertura y la conciencia de la diversidad a través de culturas y mercados, con una propensión y capacidad para sintetizar a través de esta diversidad. ...
... El impacto de la mentalidad global sobre la internacionalización es positivo, directo y significativo, respaldando la hipótesis H1. Estos resultados complementan investigaciones previas que han demostrado esta relación en empresas de diversos tamaños y multinacionales (Felício et al., 2012;Gupta y Govindarajan, 2002;Leonidou et al., 2002;Murtha et al., 1998;Nummela et al., 2004;Osland et al., 2006), así como estudios más recientes (Bradford, 2018;Felicio et al., 2015;Galhanone et al., 2020;Goxe y Belhoste, 2019;He et al., 2020;Kwiotkowska, 2021;Lappe y Dörrenbächer, 2017). ...
Actualmente, existen pocas investigaciones que profundicen en el análisis del impacto de la mentalidad global en la dinámica de internacionalización de empresas en economías emergentes, particularmente en el caso de Costa Rica. De ahí surge la necesidad de explorar cómo la adopción de una visión global por parte de líderes empresariales y gerentes puede influir positivamente en la expansión internacional de las empresas, facilitando su integración en los mercados globales. Este estudio desarrolla un marco analítico que permite cuantificar rigurosamente y examinar en detalle la interrelación entre la adopción de una perspectiva global por parte de los gerentes y el éxito en la internacionalización empresarial en el contexto costarricense. Para ello, se adoptó un enfoque cuantitativo, con una muestra de 266 gerentes de micro, pequeñas, medianas y grandes empresas, y se empleó el método multivariante Modelación de Ecuaciones Estructurales con Mínimos Cuadrados Parciales (PLS-SEM, por sus siglas en inglés) para el análisis de datos.Como principal hallazgo, se confirmó la evidencia empírica de que la mentalidad global es un factor determinante en la internacionalización de las empresas en Costa Rica.
... Other development learning is expatriate management, global team handling method, and intercultural communication can induce talent development influencing leadership development mindset in individuals. The literature argues strongly about similar competencies between global and domestic leaders but with host country differences (Anil, 2002) . ...
... There are several discussions in past research highlighting various approaches of global leadership development in the organizations. It emphasizes leadership development through specific experience-oriented exposure such as multi-cultural team management, global assignments, international exposures, managing cultural sensitivity, technology adaptation, and desire for learning (Anil, 2002). People with an extended range of competencies show extraordinary qualities to direct the team on a global platform. ...
As the world’s business operations are getting bigger and spreading around, the demand for global leadership is escalating. It involves opportunity, ability, knowledge, skills, and behavior to execute leadership in the global platform (Caligiuri, 2006). With a swift in globalization, the call for global leadership is growing to transform fundamentals of global operations with an open attitude in a wide-ranging environment (Aycan, 2001). Moreover, it’s also necessary for the organizations to recognize the leadership requirement and enhance progress in raising global leadership (Bruning, 2013).
... Finally, SMEs must adopt a global mindset to thrive in transnational business environments. This involves developing a deep understanding of global markets, cultures, and trends, and being willing to adapt and innovate in response to changing conditions (Gupta & Govindarajan, 2002). For example, SMEs must be proactive in identifying emerging opportunities and threats, and agile in responding to market changes. ...
... For example, an SME owner in Nasarawa State noted, "We invest in training our staff to understand the cultural nuances of our international customers." This finding aligns with Gupta and Govindarajan (2002), who argue that a global mindset is critical for success in transnational business environments. ...
This study examines the challenges and opportunities small and medium enterprises (SMEs) in North Central Nigeria face in navigating transnational business dynamics. As globalization and digital transformation reshape the global economy, SMEs are increasingly engaging in cross-border trade, leveraging digital tools, and participating in global supply chains. However, these opportunities come with significant challenges, including regulatory complexities, infrastructural deficiencies, cultural barriers, and resource constraints. Using a mixed-methods approach, this research combines survey data from 300 SMEs and interviews with 15 SME owners and industry experts. The findings reveal that SMEs in North Central Nigeria struggle with bureaucratic hurdles, poor infrastructure, and limited access to digital technologies, which hinder their global competitiveness. Despite these challenges, SMEs have successfully accessed international markets, particularly for agricultural products, and have leveraged e-commerce platforms and government support programs to enhance their competitiveness. The study identifies key strategies for SMEs to thrive, including adopting digital technologies, building strategic alliances, and cultivating a global mindset. The findings underscore the importance of targeted interventions, such as simplifying regulatory processes, investing in infrastructure, and expanding institutional support, to empower SMEs in the region. A major recommendation from the study is for SMEs to **leverage digital technologies**, such as e-commerce platforms and social media, to overcome traditional barriers to entry and enhance their global market reach. By adopting these tools, SMEs can streamline operations, improve customer engagement, and compete more effectively in international markets.
... The cognitive structures and processes involved in the representation and development of knowledge, (the cognition, be it strategic or problem solving), of decision-makers show varying patterns (Schneider & Angelmar,1993;Narayanan, et al., 2011). The cognitive structures and processes are differentiated in the functional aspect of cognitive complexity defined as the differentiation and integration of information processing (Gupta & Govindarajan, 2002;Mohammed & Schwall, 2009). The need for cognition is "the tendency to be engaged in and to enjoy effortful cognitive endeavours" that differs across individuals (Mohammed & Schwall, 2009, p.255). ...
... In the information processing terminology, information received is the input, selection, organisation, transformation, storing and utilization of information is through the cognitive processes and once the information is transformed it becomes the outcome that is the cognitive structures of decision0maker that differs across induvials reflecting the quality of the decision (Schneider & Angelmar, 1993;Narayanan, et al., 2011). The cognitive complexity of the decision-maker is expressed in the differentiation and in the integration of the cognitive processes and the structures wherein it is implied that the higher the complexity the higher the knowledge load and the lower the knowledge load, the lower the cognitive complexity (Gupta & Govindarajan, 2002). ...
E-Marketing is often considered to be the future of marketing and the other related fields. The last two decades have been crucial for the E-marketing as the world is witnessing the biggest electronic revolution in the era of Information Technology and Computers. Today every organisation strives to mark its presence on the E-world along with the real world through different E-Sources available to it. The ever growing E-commerce is the biggest evidence of the presence of E-marketing in the modern world. This development in the field of marketing is possible because of the E-Infrastructure available in an economy which is the result ofgovernment policies and vision pertaining to the future of the respective nations. Many authors, researchers are of the opinion to develop the E-marketing practices so as to develop the economy as the E-marketing tends to target more number of customers, suppliers and other stakeholders. The present study is an attempt to analyse support platforms available for SBEs in the two neighbouring countries India and Bhutan. The study analyses the various government agencies available in these two nations and their contribution in providing the support platform towards E- marketing in SBEs. The study also compares the practices of the two nations based on the literature and tries to draw a meaningful conclusion and recommendations thereon.
... Concurrently, the notion of a personal global mindset has gained traction, especially considering its importance in the field of international business against the backdrop of globalization. An openness to and understanding of various cultural processes, as well as the capacity to understand and respond to global-local interactions, are all components of a global mentality (Gupta and Govindarajan, 2002;Levy et al., 2007). However, a scarce previous literature has tried empirically to investigate the relation between the two. ...
Purpose
The purpose of this study is to enhance the understanding of how proactive personality, individual global mindset and cultural intelligence influence resilience behaviors in employees, particularly within the context of globalization.
Design/methodology/approach
This study applies the job-demands-resources (JD-R) theoretical paradigm to examine the empirical relationships between proactive personality, individual global mindset and resilience behavior. Data were collected from 227 employees working in the United Arab Emirates and analyzed using structural equation modeling.
Findings
The findings demonstrate significant relationships between proactive personality and individual global mindset, as well as between individual global mindset and resilience behaviors. In addition, this study identifies a mediating role of cultural intelligence between proactive personality and individual global mindset.
Originality/value
This research contributes to the existing literature by highlighting the critical importance of fostering cultural intelligence among proactive employees. It underscores the necessity of developing a global mindset to enhance resilience behaviors in a globalized business environment.
... Generally, mindsets can be construed as the sum of the cognitive activities conducive to successful task performance (Gollwitzer, 2012). They constitute the beliefs and attitudes determining how situations are interpreted and understood (Gupta & Govindarajan, 2002;Nelson & Stolterman, 2012) and, as reflected in the myriads of different mindsets that exist, they often define themselves in reference to a specific attitude or approach, be it cultural or professional (A. Buchanan, 2024). ...
This dissertation, Methods over Madness: Investigating the Interaction between Designers, their Mindset, and Design Methods on a Cognitive Level, contributes to the understanding of how designers engage with design methods by exploring the cognitive dynamics of their interaction. As design methods are increasingly called upon to address abstract, systemic challenges, the need to comprehend how these tools function in practice becomes critical. This work situates this investigation within the growing body of design research that frames methods not merely as prescriptive guidelines but as adaptive mental tools both shaping method usage and the method users.
The research addresses the overarching question: How does the interaction between method and method user influence the user and the usage of methods in design? It does so through two interconnected lines of inquiry: the role of the designer's mindset in method usage and the influence of cognitive load on design behaviours. These inquiries contribute to advancing the theoretical understanding of method usage while addressing gaps in existing research regarding how the interaction between methods and method users influences method usage.
The first inquiry focuses on design mindset. Article I defines and operationalises the construct, resulting in the development of the Design Mindset Inventory (D-Mindset0.1), a psychometric instrument designed to measure it and four underlying constructs: Conversation with the Situation, Iteration, Co-Evolution of Problem–Solution, and Imagination. The inventory also establishes connections between these facets and relevant personality traits such as ambiguity tolerance, self-efficacy, and sensation-seeking, contributing to a nuanced understanding of the method user. Article II extends this investigation by examining how method teaching influences the development of design mindset. Using a quasi-experimental research design, it demonstrates that both individual traits and contextual factors significantly shape design mindset development, offering a framework for understanding how designers learn through method usage.
The second inquiry investigates cognitive load in relation to design and method usage. Cognitive Load Theory provides a lens through which the mental effort associated with method use can be understood in relation to complex and iterative design processes. Article III develops a conceptual framework linking cognitive load to design activities, with a particular emphasis on framing and reframing practices. Article IV complements this by empirically exploring cognitive efficiency—how designers balance performance and mental effort—through a pilot study comparing heuristic and systematic design methods in an idea-generation task. Together, these articles highlight the cognitive constraints designers find themselves under when navigating a problem space and using design methods.
The dissertation positions design methods as flexible, interpretive tools rather than rigid, procedural frameworks, foregrounding the critical role of the designer in contextualising and adapting methods to fit evolving challenges. By integrating perspectives on design mindset and cognitive load, the research contributes a theoretical foundation for understanding method usage and its implications for design practice and education. This work aligns with efforts in design research to formalise a theory of methods usage in design, validate methods effectiveness, and ultimately support the creation of methods that respond to both cognitive and practical needs.
By addressing these dimensions, this dissertation aspires to inform ongoing debates within design research while offering actionable insights for educators, practitioners, and method developers. It emphasises the interplay between cognitive processes and the reflective practice of design, ultimately contributing to the broader goal of advancing design methods as tools for innovation in an increasingly complex world.
Despite decades of research on SME export channel choice, we know little about the role played by managerial mindsets. Managerial mindsets are the cognitive mental models managers rely on for processing and evaluating information and making decisions. In this paper, we develop and test the notion that, in addition to the influence of transaction cost factors, the global mindset of top managers has a significant impact on the export channels that SMEs use. We also suggest that this relation is sensitive to the level of political instability in the target market since such instability increases risk and uncertainty. A multinomial regression analysis was used to analyze the responses of a sample of 208 Chinese SMEs. The results provide support for our ideas. In this way, we contribute to a better understanding of how managerial thinking can influence the strategic choices that are made and the boundary conditions that exist when SMEs expand abroad.
Managerial mental representations (MMRs) are mental constructs that structure cognitive content to guide perception and interpretation. MMRs have been examined across a broad spectrum of management research contexts, leading to the use of numerous related terms such as “mental representation,” “schema,” “mental model,” “cognitive frame,” “cognitive map,” and “mindset.” This proliferation of terms has caused considerable definitional overlap and ambiguity. To foster definitional clarity, this review systematically analyzes 206 articles employing any of 33 MMR terms used during the past 30 years. We identify the conceptual and functional definition facets of MMRs and use them to analyze commonalities and differences among the most prominent MMR terms. We further examine both established and emerging discussions surrounding the characteristics of MMRs. Established discussions focus on MMR content and levels of analysis, while emerging discussions explore MMR permanence and implicitness. We propose suggestions to advance each conversation. Based on this comprehensive analysis, we create a guiding framework aiding future research to conceptualize MMRs and navigate terminology choices. Finally, we propose two future research directions: integrating the content and process perspectives on MMRs and applying an MMR lens to examine the emergence of artificial intelligence in organizations.
The primary objective of the paper is to investigate the effect of communal and exchange mindsets on donation behavior and how the request for charitable donations using the matching principle can lead both mindsets to donate more. To address this research objective, we conducted three experiments with both student and nationally representative samples, using three different charitable donation contexts. The findings suggest that the donation behavior of exchange-oriented individuals can be significantly increased by utilizing the linear matching principle, while communal-oriented individuals respond well to the threshold matching principle. The results also support our proposed main effect as individuals with a communal-oriented mindset generally donate more than those with an exchange-oriented mindset. These findings contribute to the theory of communal and exchange orientation and matching principle by demonstrating that the communal mindset aligns with the threshold matching, and the exchange mindset aligns with the linear matching principle.
Background: Beginning with foundational information about restorative justice, its benefits, and how it is used internationally, the poster then presents two pocket discussions for support of adoption. Objectives: Conventionality control and the alignment of state-level policy change to come more in alignment with restorative justice-focused international policies highlights the progress that has been made. Historical context is given to labor/land reform, progress from leadership corruption to transparency, and union redevelopment so that progress may be again highlighted. Implications: Finally, justification is given as to how these leadership-driven changes align with local cultural identity. Conclusion: This is significant because of the lack of extant research that moves away from the theoretical discussions about the benefit of adopting restorative justice policies at the organizational development or governmental levels, instead offering readership an example of how implementation functionally works.
ResearchGate has not been able to resolve any references for this publication.