A global mind-set is free of the assumptions of a single country, culture, or context.

journal article

What We Talk about When We Talk about 'Global Mindset': Managerial Cognition in Multinational Corporations

Journal of International Business Studies

Vol. 38, No. 2 (Mar., 2007)

, pp. 231-258 (28 pages)

Published By: Palgrave Macmillan Journals

https://www.jstor.org/stable/4540418

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Abstract

Recent developments in the global economy and in multinational corporations have placed significant emphasis on the cognitive orientations of managers, giving rise to a number of concepts such as 'global mindset' that are presumed to be associated with the effective management of multinational corporations. This paper reviews the literature on global mindset and clarifies some of the conceptual confusion surrounding the construct. We identify common themes across writers, suggesting that the majority of studies fall into one of three research perspectives: cultural, strategic, and multidimensional. We also identify two constructs from the social sciences - cosmopolitanism and cognitive complexity - that underlie the perspectives found in the literature. We then use these two constructs to develop an integrative theoretical framework of global mindset. We then provide a critical assessment of the field of global mindset and suggest directions for future theoretical and empirical research.

Journal Information

Journal of International Business Studies (JIBS) is a top-ranked peer-reviewed journal in the field of international business; its goal is to publish insightful, innovative and impactful research on international business. JIBS is multidisciplinary in scope, and interdisciplinary in content and methodology. JIBS is an official publication of the Academy of International Business. JIBS is published 9 times a year.

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Palgrave Macmillan is a global academic publisher, serving learning and scholarship in higher education and the professional world. We publish textbooks, journals, monographs, professional and reference works in print and online. Our programme focuses on the Humanities, the Social Sciences and Business. As part of the Macmillan Group, we represent an unbroken tradition of 150 years of independent academic publishing, continually reinventing itself for the future. Our goal is to be publisher of choice for all our stakeholders – for authors, customers, business partners, the academic communities we serve and the staff who work for us. We aim to do this by reaching the maximum readership with works of the highest quality.

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Ch. 3- The internal organization

Term	Definition
Global mind-set	The ability to analyze, understand, and manage an internal organization in ways that are not dependent on the assumptions of a single country, culture, or context.
Value	Measured by a product's performance characteristics and by its attributes for which customers are willing to pay.
Strategic leaders	Individuals holding key decision-making positions.
Tangible resources	Assets that can be observed and quantified. These include financial, organizational, physical, and technological resources.
Intangible resources	Include assets that are rooted deeply in the firm's history, accumulate over time, and are relatively difficult for competitors to analyze and imitate. These include human, innovation, and reputational resources.
Four criteria of sustainable competitive advantage	Valuable, rare, costly-to-imitate, and nonsubstitutable capabilities.
Valuable capabilities	allow the firm to exploit opportunities or neutralize threats in its external environment.
Rare capabilities	Capabilities that few, if any, competitors possess.
Costly-to-imitate capabilities	Capabilities that other firms cannot easily develop.
Nonsubstitutable capabilities	Capabilities that do not have strategic equivalents.
Value chain activities	Activities or tasks the firm completes in order to produce products and then sell, distribute, and service those products in ways that create value for customers.
Support functions	Include activities or tasks the firm completes in order to support the work being done to produce, sell, distribute, and service the products the firm is producing.
Outsourcing	The purchase of a value-creating activity or a support function activity from an external supplier.
Internal analyses components	Resources, capabilities, core competencies, and discovering core competencies.
Uncertainty	The difficulty in identifying, assessing, and predicting change and trends in characteristics of the external environment.
Complexity	This increases because of the uncertain nature of interrelationships among the characteristics of the external enviroment and the related challenge regarding how to assess the effects of charges in one set of characteristics on other characteristics.
Intraorganizational conflicts	Often develop as a result of uncertainty and complexity. May exist between managers making decision as well as among those affected by the decisions.
Denial	An unconscious coping mechanism used to block out and not initiate major changes that may have some pain associated with them.
Judgment	Managers sometimes have to make decisions under conditions of uncertainty, complexity, and intraorganizational conflicts.
Capabilities	Combination of individual tangible and intangible resources.
Information uncertainty	Measures, are useful studying firms that are dependent on information for their prosperity.
Resource dependence theory	Measure to study firms that are dependent on resources.
Core rigidities	Something that once made a firm successful, but no longer creates success.
Resources	Represent inputs into a firm's production process, such as capital equipment, the skills of individual employees, brand names, financial resources, and talented managers.
Core competencies	The resources and capabilities that are a source of competitive advantage for the firm over its competitors.
Unique historical condititions	Can make duplication of capabilities costly.
Causal ambiguity	May prevent competitors from perfectly imitating a competency if the link between a firm's capabilities and core competencies is not identified or understood.
Social complexity	Means that a firm's capabilities are the product of complex social phenomena such as interpersonal relationships within the firm, or a firm's reputation with its customers and suppliers.
Value chain analysis	A framework that firms use to understand which parts of their operations or activities create value by segmenting the value chain into primary and secondary activities.
Supply-chain management	Consists of activities including sourcing, procurement, conversion, and logistics management that are necessary for the firm to receive raw materials and convert them into final products.
Operations	Consists of activities necessary to efficiently change raw materials into finished products.
Distribution	Consists of activities related to getting the final product to the customer.
Marketing (including sales)	Consists of activities taken for the purpose of segmenting target customers on the basis of their unique needs, satisfying customers' needs, retaining customers, and locating additional customers.
Follow-up service	Consists of activities taken to increase a product's value for customers.
Finance	Consists of activities associated with effectively acquiring and managing financial resources.
Human Resource	Consists of activities associated with managing the firm's human capital.
Management information systems	Consists of activities taken to obtain and manage information and knowledge throughout the firm.
Organizational culture	A firm with a unique and valuable _____ ______ that emerged in the early stages of the company's history may have an imperfectly imitable advantage over firms founded in another historical period

A global mind-set is free of the assumptions of a single country, culture, or context.

Ch. 3- The internal organization

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