Global managers: developing a mindset for global competitiveness

Published on Sep 1, 1999in Journal of World Business5.79
· DOI :10.1016/S1090-9516(99)00017-6
Ben L. Kedia22
Estimated H-index: 22
(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.
  • References (23)
  • Citations (218)
Published on Jan 1, 1969
Howard V. Perlmutter1
Estimated H-index: 1
In a charged particle-beam apparatus, a lens device includes a charged particle-beam lens defining a beam axis and having two centrally apertured lens members formed of magnetic material and axially spaced from each other to form a space therebetween, the apertures of the lens members defining a lens bore, specimen holder means extending axially into the lens bore for holding a specimen therein, a first cooling body situated in the space between the lens members in heat insulating relation to th...
Published on Jan 1, 2009
Adam Brandenburger24
Estimated H-index: 24
Barry Nalebuff29
Estimated H-index: 29
Since 1922, "Harvard Business Review" has been a leading source of breakthrough management ideas - many of which still speak to and influence us today. "The Harvard Business Review Classics" series now offers readers the opportunity to make these seminal pieces a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world-and will have a direct impact on you today and ...
Published on Oct 7, 2008
C. K. Prahalad40
Estimated H-index: 40
Kenneth Lieberthal14
Estimated H-index: 14
When large Western companies rushed to enter emerging markets 20 years ago, they were guided by a narrow and often arrogant perspective. They tended to see countries like China and India simply as targets-vast agglomerations of would-be consumers hungry for modern goods and services. C.K. Prahalad and Kenneth Lieberthal call this view "corporate imperialism," and they show how it has distorted the operating, marketing, and distribution decisions multinationals have made in serving developing cou...
Published on Jan 1, 2003in Harvard Business Review5.69
Christopher A. Bartlett30
Estimated H-index: 30
Sumantra Ghoshal51
Estimated H-index: 51
It is hard today to use the word "globalization" without a certain sense of irony, rueful or otherwise. Riven by ideology, religion, and mistrust, the world seems more fragmented, more at odds, than at any time since, arguably, World War II. But however deep the political divisions, business operations continue to span the globe, and executives still have to figure out how to run them efficiently and well. The question that Christopher Bartlett and Sumantra Ghoshal pose-"What is a global manager...
Published on Jan 1, 1987
C. K. Prahalad40
Estimated H-index: 40
Yves L. Doz28
Estimated H-index: 28
A process for hydrocracking hydrocarbon stocks by contacting such stocks under hydrocracking conditions with a nickel oxide-tungsten oxide catalyst distended on an ultrastable faujasite base that has been exchanged to incorporate chromium oxide therein. The use of this catalyst allows the refiner to hydrocrack feedstocks that contain large quantities of sulphur and nitrogen compounds. The use of the specially prepared chromium zeolite base also increases the life of the catalyst.
Published on Jan 1, 1999in Sloan Management Review
Henry Mintzberg69
Estimated H-index: 69
(Desautels Faculty of Management),
Joseph Lampel23
Estimated H-index: 23
(University of Manchester)
In this article, we review briefly the evolution of the field in terms of ten "schools." We ask whether these perspectives represent fundamentally different processes of strategy making or different parts of the same process. In both cases, our answer is yes. We seek to show how some recent work tends to cut across these historical perspectives - in a sense, how cross-fertilization has occurred. To academics, this represents confusion and disorder, whereas to others - including ourselves - it ex...
Published on Feb 1, 1998in Strategic Management Journal5.57
Thomas P. Murtha11
Estimated H-index: 11
(UMN: University of Minnesota),
Stefanie Ann Lenway17
Estimated H-index: 17
(UMN: University of Minnesota),
Richard P. Bagozzi86
Estimated H-index: 86
(UM: University of Michigan)
This article investigates attitudes that underlie international strategy processes. We propose survey scales of these attitudes and describe tests that support their reliability and validity as measures of constructs—including integration, responsiveness, and coordination—that researchers have used for many years in case analyses of international strategy and organization. We also propose and validate scales to capture the perceived alignment with firms' international objectives of key business ...
Published on May 1, 1996in Academy of Management Perspectives3.86
Barbara A. Ribbens4
Estimated H-index: 4
(SCSU: St. Cloud State University)
The article reports on research concerning conflicting expectations in management. Anne Tsui of the University of California at Irvine, California, Susan Ashford and Lynda St. Clair of the University of Michigan, and Katherine Xin of the University of Southern California focused on how managers handle conflict and how their effectiveness is perceived by others. The study participants were high potential individuals who were selected for executive development programs. The managers used four stra...
Published on Jan 1, 1996
John Hagel1
Estimated H-index: 1
Are "webs" a new strategy for the information age? The key question: should you adapt or shape? How much of the wealth do you share? Managing the dynamics of increasing returns What does it mean when one of the worlds biggest manufacturers of personal computers finds it difficult to stay independent? In the old days, bigger meant more powerful - and often a high market multiple too. But now, just the opposite may be true. Think of Netscape, a company that barely existed 18 months ago, and even t...
Published on Jul 1, 1994in Journal of Marketing7.82
George S. Yip26
Estimated H-index: 26
How can managers cope with the forces of globalization? Which companies need a global strategy? What is a successful global strategy? How can business organizations implement worldwide initiatives? These are some of the most challenging questions facing multinational companies today. Executives need to recognize that the traditional multinational approach--in which country subsidiaries design, produce, and market products tailored to local needs--is being made obsolete by falling trade barriers,...
Cited By218
Orly Levy8
Estimated H-index: 8
Karsten Jonsen3
Estimated H-index: 3
+ 2 AuthorsAnne Laure Humbert7
Estimated H-index: 7
(Oxford Brookes University)
AbstractThis study suggests that it is critical for executives to develop transnational social capital (TSC), or professional relationships and ties that span national borders. We first provide a conceptual framework and careful operationalization of TSC that differentiates between bonding and bridging forms of social capital. We then examine the effect of three key determinants—opportunity, investment and ability—on the TSC of executives. Using detailed survey data on 227 executives, our analys...
Published on May 1, 2019in Journal of International Management2.83
Masayuki Furusawa3
Estimated H-index: 3
Chris Brewster52
Estimated H-index: 52
Abstract Self-initiated expatriates (SIEs) who work for a subsidiary of a multinational enterprise from their country of origin and hence are familiar with both countries' language and culture can be expected to act as boundary-spanners between the assigned expatriates sent from the parent country and host country nationals, and between the headquarters and the subsidiary. We develop a new model of boundary-spanning that encompasses both individual and organizational antecedents and validate the...
Maike Andresen11
Estimated H-index: 11
(University of Bamberg),
Franziska Bergdolt4
Estimated H-index: 4
(University of Bamberg)
AbstractInternational organizations face an increasing need for employees, such as international business travelers (IBTs), with a global mindset to successfully conduct business abroad. But we lack knowledge about levers that are conducive to IBTs’ developing a global mindset. We collected quantitative data from 624 mainly German IBTs to measure their global mindset along with theory-driven individual and job-related antecedents. Structural equation modelling revealed that individuals’ personal...
Published on Jan 1, 2019
Kamal Fatehi5
Estimated H-index: 5
(KSU: Kennesaw State University),
Jeongho Choi (St. John Fisher College)
This chapter proposes that we are in the midst of a transition period in which economic competition and international business are the new arenas for international rivalry. International business is the instrument, multinational companies (MNCs) are the force, and international managers are the strategists with which nations attempt to gain a competitive advantage. In such an environment, it is vital for us to understand and learn how to manage international business. Ten major factors underline...
Published on Jun 5, 2018in European Management Review1.60
Francois Goxe1
Estimated H-index: 1
Nathalie Belhoste1
Estimated H-index: 1
(Grenoble School of Management)
Published on Jun 1, 2018in Management International Review2.69
Fuming Jiang1
Estimated H-index: 1
(Curtin University),
Subramaniam Ananthram7
Estimated H-index: 7
(Curtin University),
Jizhong Li1
Estimated H-index: 1
(Curtin University)
From the managerial cognition perspective, we develop a contingency framework that empirically examines the effect of senior managers’ global mindset on their decisions regarding the choice of entry mode for foreign subsidiaries and how their cognitive decision-making style and managerial experience interact with their global mindset and thereby affect their decisions. Data were collected from both headquarters and subsidiary senior managers of 345 Chinese multinational enterprises. The results ...
Published on Mar 12, 2018in Journal of Product & Brand Management
Stefan Scheidt1
Estimated H-index: 1
(UT: University of Twente),
Carsten Gelhard7
Estimated H-index: 7
(UT: University of Twente)
+ 1 AuthorsJörg Henseler31
Estimated H-index: 31
(NOVA: Universidade Nova de Lisboa)
Purpose: While the branding of individuals has attracted increasing attention from practitioners in recent decades, understanding of personal branding still remains limited, especially with regard to the branding of celebrity CEOs. To contribute to this debate, this paper aims to explore the co-branding of celebrity CEOs and corporate brands, integrating endorsement theory and the concept of meaning transfer at a level of brand attributes. Design/methodology/approach: A between-subjects true exp...
Miria Lazaris1
Estimated H-index: 1
(Monash University, Clayton campus),
Susan Freeman20
Estimated H-index: 20
(UniSA: University of South Australia)
AbstractIn this study, we refine theories of global mindset and strategy complexity by using a multiple case study approach to comparatively examine global mindset and internationalization among different types of small and medium-sized enterprises (SMEs), including INVs, late international SMEs and domestic SMEs. We focus on a relatively low-technology knowledge-intensive sector, food and beverages, as a direct comparison. The findings demonstrate two distinct dimensions of global mindset, cult...
View next paperCultivating a global mindset