What We Talk About When We Talk About “Global Mindset”

systems thinking.
Neff (1995) Rhinesmith’s (1993) characteristics of global mindset. Individual Rhinesmith (1993) The combination of local leadership and global mindset enables
the company to maintain that delicate balance between global
efficiency and local responsiveness.
A successful global leader sees the larger worldview, focuses on
process, and is willing and able to manage global complexities.
Rhinesmith’s (1993) characteristics of global mindset. Individual Rhinesmith
(1993); Hedlund
(1986)
Ashkenas, Ulrich,
Jick, and Kerr
(1995)
Kedia and
Mukherji (1999)
To be globally competitive, managers need a global mindset and
supportive knowledge and skills. Global mindset enables
managers to understand the complexities of managing an
interdependent and complex global network, and in playing the
required part within the network.
Individual Kefalas and
Neuland (1997);
Rhinesmith
(1993); Gregerson,
Morrison, and
Global mindset is characterized by openness, an ability
to recognize complex interconnections, a unique time
and space perspective, emotional connection, capacity
for managing uncertainty, ability to balance tensions,
and savvy.
Black (1998).
Organization Porter (1985) The more global the company’s mindset, the easier it becomes to
support a global business approach in existing markets, as well
as to enter new markets and pursue a global strategy.
Paul (2000) Global corporate mindset is the extent to which
management encourages and values cultural diversity,
while simultaneously maintaining a certain degree of
strategic cohesion.
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