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Article Category: Research Article
Publicado en línea: 05 dic 2021
Páginas: 1 - 16
DOI: https://doi.org/10.2478/ijcm-2021-0008
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© 2021 Magdalena Kossowska et al., published by Sciendo
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Figure 1
Global mindset antecedents
| 1 | Organisational characteristics | Location of employment, product line, total employees of the firm, firm characteristics, technology intensity; geographic scope of the firm; job hierarchical level |
| 2 | Organisational managers’ characteristics | Managers’ characteristics, age, level of management, skills and abilities, risk tolerance, global identity, managerial cognition, geographical scope of managers, composition and attention patterns of top management, environment in which all managers see themselves as global sources, managers’ international education, international work experience, leadership role, and leadership style |
| 3 | Organisational practises | Human resources practices and strategy of an organisation, training and development, action learning, formal training, training on the job, career path planning, employee selection, global career paths, management development programmes, human resources processes, organisational strategy, structural and strategic characteristics of the firm, entrepreneurial orientation, social capital, encouragement for managers to network |
| 4 | Organisational international strategy | Percentage of revenue from foreign operations, location of company's headquarters, employee mobility, firm international experience, company internationalisation, global orientation of the firm, its perspectives on the global market, market characteristics (globalness of the market, turbulence on the market), domestics, global or transnational business, percentage of sales and employees, global performance management systems, firm foreign ownership, boundary-spanning activities, number of countries firm operates in or conducts business with, complexity of global role, networking, cultivating knowledge regarding diverse cultures and markets, ability to integrate diverse knowledge bases |
| 5 | Demographic factors | Number of foreign languages spoken, education, work experience, technical and professional expertise, knowledge, position, nationality, multiple nationalities, age, gender, marital status, number of children, international marriages, family members of diverse ethnics, early life experiences concerning family and travel, and family life |
| 6 | International activities of an individual | International assignments, international work experience, international experience, international learning, education, international travel, international cooperation, valuation of international experience, international mobility, working in international teams, family, friends, or international background, international activity of an individual, working with foreign nationals domestically, time studied abroad, learning about host country by leisure or business, travelling and immersing in the new culture, student exchange programmes, self-studying about other cultures, the number of countries one has lived in or times per year a person travelled abroad, global orientation of the entrepreneur, job experience or exposure in other countries, having a family member of foreign origin, or attitudes towards globalisation (managers’ approaches to global learning opportunities, global human resources, and global learning) |
| 7 | Cross-cultural factors | Cultural intelligence, cultural self-awareness, effective cross-cultural communication, cultural knowledge creation, cross-cultural competence, diverse cultural background, and motivation to work and lead cross-culturally, intercultural adaptability, global business knowledge |
| 8 | Psychological factors | Cognitive complexity, positivity, suspending judgment, informal learning, tolerance for ambiguity and cosmopolitanism, cultivating curiosity about the world, knowledge creation, personality traits, mindfulness, decision style, attitude in relations, childhood experiences |
| 9 | Other | Job experience |
Global mindset outcomes
| 1 | Organisational international activity | Internationalisation, global strategic posture of the firm, firm's strategic orientation (global aspiration, capability seeking, risk tolerance), acculturation |
| 2 | Psychological factors | Organisational commitment, confidence, culturally appropriate behaviour, trust in leader |
| 3 | Leadership | Global leader competencies (ability to be nonjudgmental, inquisitiveness, performance), leader–member exchange, culturally responsive global leadership, leadership behaviour, global leadership, manager's global skill sets, how a manager leverages global team diversity, leading a successful global team, leadership attributes or styles, global leadership development |
| 4 | Performance | Small and medium enterprises’ financial and international performance, leadership performance, team and leadership effectiveness, business performance and effectiveness, global team performance, organisational performance, company's adaptive capability, trader performance, performance of offshore service providers, effectiveness of management training programmes in multinational corporations, manager's cross-cultural communication, internationalisation process measured by company's export performance, international performance of the firm |
| 5 | Other | Global culture capital |
Types of studies investigating global mindset (n = 93)
| Empirical research | 53 | 27 | 26 |
| Quantitative | 36 | 21 | 15 |
| Qualitative | 9 | 5 | 4 |
| Complex research | 8 | 1 | 7 |
| Literature review | 40 |
Sum of variables in each category—Global mindset antecedents (n = 179)
| Organisational characteristics | 5 | 3 | 8 |
| Organisational managers’ characteristics | 12 | 3 | 15 |
| Organisational practises | 8 | 8 | 16 |
| Organisational international activity | 11 | 11 | 22 |
| Demographic factors | 21 | 10 | 31 |
| International activity | 41 | 10 | 51 |
| Cross-cultural factors | 12 | 2 | 14 |
| Psychological factors | 16 | 8 | 24 |
| Other | 1 | 0 | 1 |
Sum of variables in each category—Global mindset outcomes (n = 52)
| Organisational international activity | 7 | 1 | 8 |
| Psychological factors | 6 | 1 | 7 |
| Leadership | 16 | 0 | 16 |
| Performance | 17 | 3 | 20 |
| Other | 0 | 0 | 0 |
Global mindset definitions
| It is an ability and willingness to think, act, and transcend goals, boundaries, competencies, and values globally by managers | |
| An individual's psychological, knowledge, and cognitive attributes that allow one to influence groups and organisations that come from various sociocultural systems | |
| A cognitive orientation that is incorporated in any organisation and shown by its practices and values that in effect show its ability to transcend immediacy boundaries | |
| General perspective, which is outlined by cognitive complexity, cognitive cultural intelligence, cultural self-awareness, and positivity; it also includes an individual's ability to integrate multiple cultural paradigms to understand and influence social interactions and events that are culturally diverse | |
| Dynamic process of mindset switching, appropriate reaction or mindset can be primed to activate for a specific situation | |
| Ability to act in various cultural settings and influence groups, organisations, individuals, and systems that differ intellectually, socially, and psychologically from one's own knowledge structures | |
| An individual's ability to influence individuals, groups, organisations, and systems that are unlike him or her or his or her own; consists of three facets: |
|
| Cognitive capacity to acknowledge and appreciate various cultures | |
| A multidisciplinary concept that consists of cultural and cognitive dimensions that influence decision making and international actions of the company | |
| It combines openness to and awareness of cultural diversity and gives an ability to synthesise across it | |
| Managerial metacompetence and organisational capability | |
| Includes attitudinal and behavioural elements; attitudinal aspect outlines the way information is handled, and behavioural element refers to a manager's openness and awareness to cultural diversity | |
| Two perspectives: |
|
| Described in two ways: |
|
| Capacity to be culturally aware with regards to commonalities across cultures as well as differences that occur | |
| Capacity to develop and interpret criteria for personal and business performance that are independent from the assumptions of a single context; and to implement those criteria appropriately in different contexts | |
| Usage of a multidimensional approach, including cognitive complexity, cosmopolitanism, and an external focus | |
| Individual's stock of knowledge, cognitive, and psychological attributes that enable him or her to influence individuals, groups, and organisations from diverse sociocultural systems |
Global mindset antecedents’ categories
| Organisational factors | Organisational characteristics |
Characteristics of a company including organisation's location, size, and industry |
| Organisational managers’ characteristics |
Factors that refer to management structure, manager's characteristics, and leadership role | |
| Organisational practises |
Human resources practise and organisational strategy | |
| Organisational international activity |
Company's global orientation strategy, internationalisation, international branches, employees, and customers | |
| Individual factors | Demographic factors |
Components like age, gender, education, skills, and family status |
| International activity |
International action referring to travels, international assignments, international cooperation, and international experience of an individual | |
| Cross-cultural factors |
Cultural experiences, cultural intelligence, and knowledge | |
| Psychological factors |
Behaviours, attitudes, mental processes, personality traits of a person, style of behaving and thinking, and experiences | |
| Other |
Job experience | |
Global mindset outcomes categories
| Organisational international activity |
Company's global orientation strategy, internationalisation, international branches, employees, and customers |
| Psychological factors |
Behaviours, attitudes, mental processes, personality traits of a person, style of behaving and thinking, and experiences |
| Leadership |
Leader's global competencies, skills, behaviours, attributes, and ability to manage others |
| Performance |
Global and cross-cultural effectiveness or performance of individuals, teams, managers, companies, or programmes; ability to adjust to new or changing environments |
| Other |
Global culture capital |
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