Global managers: developing a mindset for global competitiveness

Published on Sep 1, 1999in Journal of World Business5.789
· DOI :10.1016/S1090-9516(99)00017-6
Ben L. Kedia23
Estimated H-index: 23
(U of M: University of Memphis),
Ananda Mukherji11
Estimated H-index: 11
(TAMIU: Texas A&M International University)
There is increasing evidence that large scale globalization is rendering traditional ways of doing business largely irrelevant. There is a growing need for managers to become global managers with a global perspective. We suggest that a global perspective consists of a global mindset supported by appropriate skills and knowledge. Managers have a number of mindsets that range from the domestically-oriented defender, and continuing on to the explorer, the controller, and the globally-oriented integrator. For global managers to be effective, they need to develop the global mindset of an integrator. A global mindset allows meaningful global strategizing that requires managers to effectively integrate the three global forces of (1) global business, (2) regional/country pressures, and (3) worldwide functions. A global mindset and a holistic global strategy should create conditions to build the worldwide organization characterized by specialization, interdependency, and coordination. A global outlook is a process of moving an organization's structure, process, people, and culture from a set of highly autonomous business units to one that becomes an integrated and effective global network.
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