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The concept of global mindset was introduced more than a decade ago as a prerequisite for successful internationalisation of small- and medium-sized enterprises (SMEs). However, the pace of global integration and globalisation has accelerated, and complexity has increased. Therefore, the authors ask: To what extent is global mindset still a critical driver for successful international expansion of SMEs? We are particularly interested in learning how global mindset is reflected in the decision making of internationalising SMEs in Finland. To answer this question, we test four propositions which concern the relationship between global mindset, decision-making logic and SME performance. Our empirical study is based on a cross-sectional sample of Finnish SMEs, and the authors find that global mindset seems to be linked to both effectual decision-making logic and improved international performance. On the other hand, in our data set effectual decision making and SME performance were not linked; thus, global mindset predicts international rather than overall performance of the Finnish SMEs. Overall, this study confirms the continued relevance of the global mindset concept. Furthermore, it indicates the connection between global mindset and entrepreneurial decision making and that their joint effect is relevant when explaining entrepreneurial internationalisation.

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.

The Global Mindset Inventory® has been developed through a very rigorous theoretical and empirical process. Exploratory and confirmatory factor analysis indicated three components: (a) intellectual capital, (b) social capital, and (c) psychological capital. Each component had good internal reliability. Each component showed evidence for discriminant and convergent validity. The instrument development followed a multiphase, multimethod research methodology, and has robust psychometric properties as evidenced by its strong reliability scores and its multidimensional validity properties.

Global Mindset (GM) is a multifaceted construct that has received broad interest among practitioners and academics. It is a fragmented construct at this point in time, due to definitional overlap with other constructs such as global leadership and cultural intelligence. This overlap has created complexity for research that attempts to understand GM in isolation. Lack of clear boundaries in defining and conceptualizing this construct challenges researchers who are attempting to capture fully what constitutes GM. Our work seeks to better understand and explain what underlines the individual GM construct and how does this impact the development of global competencies in individual managers.

We systematically review and analyze the individual GM literature thematically to provide an overview of the extant research from a broad array of scholarly sources dating from 1994 to 2017. Our work offers a thematic analysis that provides a visual guide to GM by tracking the corpus of individual-level GM studies. We categorize the research according to its theoretical groundings and basic concepts and proceed review how GM has been operationalized at the individual level and measured. Next, we integrate major dimensions in the GM research and propose a framework to enhance understanding of the phenomenon. Finally, we discuss the implications of our review for the development of GM for practitioners, coaches and trainers.

This article explores the connections between the entrepreneur's global mindset and entrepreneurial motivation in the quest for determining the underlying relationships among these constructs. The aim of the study resides in the advancement of various entrepreneurial profiles which imply specific configurations of the global mindset and motivational drivers, by also covering their correlations with the business outcomes.

Data were collected in 2022 from over 100 entrepreneurs operating in the Romanian SMEs sector, using a questionnaire-based survey.

The results posit that at least three statistically relevant clusters can be observed in the studied population, stemming from the particularities of the entrepreneurs' global mindset. The findings reveal that the levels of development of the entrepreneur's social capital, psychological capital and intellectual capital are linked to different entrepreneurial motivations and impact the company in specific manners.

The research offers useful cues to the entrepreneurs for identifying prospective partners for their local or cross-border operations.

The results foster a new topical framework for discussion on the motivational configurations of entrepreneurs and the global mindset.

Because of the importance of a global mindset from both a theoretical and a practical point of view, there is need to examine this construct further to understand its contents, how it is developed, when and how it should be applied, and what its consequences are. Thus, we invited a select group of scholars to develop chapters on specific aspects of this topic to help build a volume accomplishing these goals. Our aim here was to invite the foremost thinkers and writers on this topic.

The purpose of this paper is to investigate the strength of organisational strategy, technology intensity and entrepreneurial orientation as predictors of managerial global mindset intensity in the Indian and Chinese service industry.

A pluralist research design that captured quantitative and qualitative data from 239 Indian and 210 Chinese indigenous managers was evaluated to test the hypothesised relationships of a conceptual model that was developed from the contemporary relevant literature.

The results of the investigation demonstrate that technological intensity and entrepreneurial orientation were significant determinants of managerial global mindset intensity. Qualitative information that revealed technological intensity and entrepreneurial orientation were dominant drivers from developing and nurturing managerial global mindset intensity.

In spite of both study countries having large populations, the evaluated sample sizes were of reasonable magnitude. The evidence of indicators that strongly reform the domain of global managerial mindsets has considerable application for corporations operating in the international marketplace.

The rising dominance of the service sector as well as the changing economic, political and social landscape are compelling organisations to more fully understand the dynamics of the dramatic shifts in managerial thinking.

This paper aims to investigate the influence of a corporate global mindset and international experience on the internationalization process of Brazilian franchisors. The purpose is to study the role played by global mindset in the internationalization process of franchisors from an emerging country by answering the question: What is the impact of a global mindset on the level of internationalization?

A survey of 104 companies was conducted with franchise managers to compare Brazilian (domestic-only and internationalized) franchisors to foreign franchisors with operations in Brazil. The collected data were analyzed through descriptive statistics, ANOVA and regression analysis.

Results showed that the firm’s experience in international markets (measured as the number of years in foreign countries) has a positive relation to corporate global mindset. Developing a corporate global mindset should help Brazilian franchises to grow internationally. The findings indicate that Brazilian franchisors fall behind their foreign counterparts in international experience, which affect the skills, knowledge, disposition and organizational structure needed to be successful outside their home market.

Franchisors who decide to internationalize should carefully consider the need for developing a global mindset, especially in terms of investing in communication technologies, adequate human resources and an organizational structure to support international operations.

This research contributes to the international franchising literature by exploring the role of a global mindset in the context of franchises from an emerging market. Using a multidimensional concept of corporate global mindset, comprised of global orientation, global knowledge and global skills, this study adds an aspect of international franchising beyond institutional and economic explanations.

While there is strong agreement that globalization is spreading rapidly, there is no agreement on what globalization actually means and how it is measured. Giddens (1999) defines globalization as “the worldwide interconnection at the cultural, political, and economic level resulting from the elimination of communication and trade barriers.” He further defines it as “…a process of convergence of cultural, political, and economic aspects of life” (reported in Inkpen & Ramaswamy, 2006, p. 13). Govindarajan and Gupta (2001) define globalization as “growing economic interdependence among countries as reflected in increasing cross-border flows of three types of entities: goods and services, capital, and know-how” (p. 4).

The construct of global mindset is one that has gained greater attention recently. This chapter focuses on contextual factors that impact the development of a global mindset. Specifically, the focus is on the cultural context of Canada and the factors in the Canadian context that bridge the gap between the theoretical and the practical, and provide both opportunities and challenges related to developing a global mindset in this context. Developing a global mindset on the part of leaders takes place in particular contexts. In this chapter, the distinguishing aspects of the Canadian cultural context are reviewed. Specifically, the Canadian values of (1) individualism/collectivism balance; (2) egalitarianism; (3) caution, diffidence, dependence and non-violence; (4) consensus building; (5) regionalism; (6) multiculturalism; (7) particularism and tolerance; and (8) deference to authority are shown to be important in this cultural context to the development of a global mindset on the part of leaders. While these factors provide many benefits to supporting such development, they also represent unique cultural challenges for leaders.