Managerial Practices of Strategic Global Mindset: Forging the Connection Between Individual Competence and Organizational Capability

Abstract

This chapter addresses the call for identification of organizational contingencies related to a global mindset, exploration of different forms of a global mindset, and the relationship of global mindset with global strategies. To this end, the chapter explores global mindset development in the context of a three-year case study of middle managers in a Danish multinational corporation working with deliberate global mindset capability development as a vehicle for global strategy execution. The analysis of individual middle manager practices of a global mindset and associated organizational practices, as observed from a middle manager strategy implementation perspective, is condensed into four core aspects of individual-organizational practice that enables the enactment of global mindset: inclusive strategy co-creation, interactional synergy, imagined community building, and performance flexibility. On the basis of these learnings, the potentials and opportunities of applying a contextual, behavioral perspective on global mindset that incorporates both individual and organizational factors, as opposed to a generic, cognitive perspective, are discussed in terms of advancing knowledge of both the global mindset–performance causal chain and the practical impact of global mindset research.

Citation

Nielsen, R.K. (2018), "Managerial Practices of Strategic Global Mindset: Forging the Connection Between Individual Competence and Organizational Capability", Advances in Global Leadership (Advances in Global Leadership, Vol. 11), Emerald Publishing Limited, Leeds, pp. 145-172. https://doi.org/10.1108/S1535-120320180000011005