The aim of this research was to determine which methodologies were found by expatriate managers to be most effective in the development of a global mindset. In support of this aim, the research also investigated whether a global mindset would vary depending on the methodologies experienced by expatriate managers ; and whether exposure to a combination of methodologies would lead to a higher level of global mindedness.A quantitative research approach was adopted with the unit of analysis being expatriate managers. Questionnaires were made available electronically. The collected data was coded and run through SAS version 9.2. Descriptive statistics were obtained to determine the respondent‟s level of global mindedness. Paired sample t-tests were performed between the means of the Learning Methodologies to determine perceived effectiveness. The Kruskal-Wallis non parametric test was run to compare the global mindedness of respondents based on the learning methodologies participants had been exposed to.The results indicate that expatriate managers perceive International Assignments to be the most effective methodology to cultivate a global mindset. International Travel and Working in International Teams were also highly rated by the survey respondents as methodologies to cultivate a global mindset. All of these methodologies are founded on Experiential and Social Learning Theories. An exposure to a combination of methodologies was not found to provide statistically significant evidence that this leads to higher levels of global mindedness. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

<p>How is it possible for organizations to manage the fast paced changes and imperative demands that increased globalization implies? In order to become successful in the global market, it is vital to be aware of cultural influence on business and how to approach diversity. Consequently, management plays a significant role, and the challenge is therefore to cultivate a global way of thinking among managers.</p><p>The main purpose of this thesis, which is to create a deeper understanding of a company’s global approach has lead to the following question:</p><p>How can managers increase their global mindsets so as to improve a company’s global approach?</p><p>As Permobil is an international company eager to expand, we have focused on understanding their global approach using a hermeneutic perspective. In order to do this, ten interviews with managers at Permobil have been conducted. A comparison between managers in Sweden and the United States has been performed, and furthermore we have searched for signs indicative of a global mindset. The method of reasoning has been deductive, which implies that the empirical results have been analyzed together with recognized theories.</p><p>This research shows that managers in Sweden and the United States possess a number of valuable qualities that contribute to a global way of thinking, although there are differences between the two countries. A prerequisite is that managers understand the value of a global way of thinking. In order to stay successful internationally, the Permobil Corporation should for instance increase the global communication, strive for a more diverse workforce and attain a better balance between local and global focus. Our conclusion is that the managers more actively have to look for improvements and stay open-minded when facing diversity. This would contribute to the development of their global mindsets, which in turn would meliorate the company’s global outlook.</p>

How is it possible for organizations to manage the fast paced changes and imperative demands that increased globalization implies? In order to become successful in the global market, it is vital to be aware of cultural influence on business and how to approach diversity. Consequently, management plays a significant role, and the challenge is therefore to cultivate a global way of thinking among managers. The main purpose of this thesis, which is to create a deeper understanding of a company’s global approach has lead to the following question: How can managers increase their global mindsets so as to improve a company’s global approach? As Permobil is an international company eager to expand, we have focused on understanding their global approach using a hermeneutic perspective. In order to do this, ten interviews with managers at Permobil have been conducted. A comparison between managers in Sweden and the United States has been performed, and furthermore we have searched for signs indicative of a global mindset. The method of reasoning has been deductive, which implies that the empirical results have been analyzed together with recognized theories. This research shows that managers in Sweden and the United States possess a number of valuable qualities that contribute to a global way of thinking, although there are differences between the two countries. A prerequisite is that managers understand the value of a global way of thinking. In order to stay successful internationally, the Permobil Corporation should for instance increase the global communication, strive for a more diverse workforce and attain a better balance between local and global focus. Our conclusion is that the managers more actively have to look for improvements and stay open-minded when facing diversity. This would contribute to the development of their global mindsets, which in turn would meliorate the company’s global outlook.

[pt] Esta dissertação identificou os fatores que afetam o Global Mindset de líderes globais e o seu efeito nos seus comportamentos da liderança. Para tanto, foi aplicado um questionário on-line baseado no modelo Global Mindset e Comportamento da Liderança de Konyu-Fogel (2011) para uma amostra de 163 líderes que atuam em atividades com escopo internacional de organizações multinacionais ou nacionais, em vinte e duas indústrias na África, Asia, América do Sul, América do Norte, Europa e no Oriente Médio. Concluímos que fatores demográficos tais como idade, gênero e número de línguas estrangeiras faladas não afetam significantemente o Global Mindset, embora líderes com idade superior a 60 anos ou que falem três ou mais línguas possuam maiores escores de Global Mindset. Identificamos também que o local de trabalho é um fator que afeta com significância o escore Global Mindset, confirmando estudos que evidenciam que a sensibilidade entre culturas é altamente dependente do histórico pessoal e da inteligência cultural do indivíduo. Concluindo a análise dos fatores demográficos, identificamos que o fator posição afeta o Global Mindset, tendo sido identificado que as posições Recruitment Partner e CEO apresentam os maiores escores para Global Mindset. Na avaliação do efeito dos fatores organizacionais sobre o Global Mindset, identificamos uma fraca relação em itens como: número total de empregados, número de países que a empresa opera, o percentual de empregados no exterior e local da matriz. Por outro lado, linha de produto (indústria), e o percentual de receita oriunda de operação no exterior impactam significativamente no Global Mindset dos líderes de negócio. Por fim, observamos que o Global Mindset é responsável por até 39,1 por cento de variabilidade no comportamento da liderança, confirmando estudos prévios de que líderes globais com alto Global Mindset são mais prováveis de ter comportamentos de liderança que mostram um entendimento das diferenças entre culturas e países em resposta ao ambiente global. / [en] This dissertation identified factors which affect the Global Mindset of global leaders and its effects on their leadership behaviors. To achieve this objective, an on-line survey based on the Global Mindset and Leadership Behavior instrument developed by Konyu-Fogel (2011) was applied to a sample of 163 leaders which work in positions which require international activities in multinational and national organizations in twenty two product lines (industries) in Africa, Asia, America do Sul, South America, Europe and Middle East. We conclude that demographic factors such as age, gender and number of foreign languages spoken do not significant affect Global Mindset, although leaders older than 60 or who speak at least three foreign languages have higher global mindset scores. We also identified that local of employment is a factor which significantly affect the Global Mindset score, confirming studies which identified that sensitivity across cultures is highly dependent on individual s personal background and cultural intelligence. Concluding the demographic factors analysis, we identified that the factor position affects the Global Mindset, presenting that positions Recruitment Partner and CEO have the higher Global Mindset scores. On assessment of organizational factors effects on Global Mindset, we identified a weak relationship under total number of employees, percentage of employees working overseas, location/country of headquarter s and Global Mindset. On the other hand, product line and number of percentage of revenue from foreign operations significantly affect business leaders Global Mindset. Finally, we noticed that Global Mindset is responsible for 39,1 percent of variability on leadership behavior, confirming previous studies which identified that global leaders with high Global Mindset are more likely to exhibit leadership behaviors which present understanding on differences across cultures and countries in response to the global environment.

Between 2010 and 2014 there was a 25% increase in international visitors to the United States, which signifies an opportunity for leaders and managers with a global mindset to take advantage of the opportunities derived from globalization to increase competitive advantage. However, some organizations have not prepared executives and managers to operate in a global environment, which can lead to business failure. The purpose of this multicase study was to gain an understanding of what global mindset strategies hotel executives developed to increase competitive advantage. The target population consisted of the general managers, directors of sales, and directors of catering from 3 full-service hotels at two international airports in the United States who have developed and deployed successful strategies reflecting a global mindset. Porter's 5 forces model served as the conceptual framework for this study. Data sources for this study included semistructured interviews, company websites, advertisements, franchise disclosure documents, and observations. Based on coding interview transcripts, creating mind maps using software, and methodological triangulation of the data, 3 themes emerged: leverage brand resources, personalize services, and leverage staff diversity for service delivery. The implications of this study for positive social change include the potential to create a multiplier effect starting with increased staffing due to increased business volume and profits. The potential increase in competitive advantage may also help hotels prosper and help to ensure funds are available for the hotels to remain contributing businesses for local communities' tax revenues to benefit citizens.

The purpose of this study was to examine how Swedish-based MNCs handle their repatriation process with a focus on knowledge transfer upon return. Moreover, the study reviewed whether a global mindset is present or not in the companies and if it is associated with how repatriates’ knowledge is utilized. The study was conducted through interviews with seven repatriates and six HR managers in six different MNCs. The findings show a lack of awareness about what the repatriates have learnt during their assignments, and that there are no routines in place for capturing the knowledge upon return. Also, it identifies a gap between the companies’ and the repatriates’ views about the goals of the assignment and the value of the overall international experience. Finally, the study suggests various improvements for companies on how to better utilize their resources and enhance their global mindset in order to create a sustainable competitive advantage.

Contributing to the available literature on the cross-cultural management between China and the Czech Republic, this thesis is examining the factors influencing the performance and success of Czechs working and living in China. It firstly defines the cultural settings of China and the Czech Republic, their key aspects and cultural specifics. Secondly, it describes the desired qualities of a successful expatriate - the so called global mindset. Thirdly, the thesis focuses on the specifics of working in China and on the potential culture shock a Czech expatriate is likely to face after relocating there. In the practical part of the thesis, the methods and results of an original primary field research conducted among more than 30 Czech expatriates in China are outlined. Using correlations and content analysis, the final results are drawn and the prior hypotheses either confirmed or disproved. The summary of the thesis offers then a set of recommendations for an expatriate-to-be who is coming to China - an ancient land surrounded by mysteries even in our modern times.

The emerging countries attract more worldwide attention thanks to their strong upward economic growth nowadays. Especially with the progress of globalization, well-managed companies in emerging economies begin to win chances of international exposure on the global business stage. However, there are not so many familiar names turning up when we mention global leaders from China. This paradox inspires our curiosity and passion to explore the answer of this issue. Thus, this thesis aims to probe this phenomenon and draw lessons from this situation for future improvements. It both benefits the present business leaders in booming Chinese companies, and high potential talents who will compete globally now or in the near future. This research is conducted under guidelines of qualitative methodology; with interviews, questionnaire and a case study to understand the phenomenon. Based on our research, with frequent reflection incorporating our empirical data, the conclusive result is as follows: a)        Chinese business executives are actually well competent managers in terms of business performance. b)        An open-minded global mindset and vision emphasizing on core organization value are imperative to be an effective global leader. c)        The whole of society’s welfare can be reliant and dependent on recognition of its global leaders.

Este trabalho examinou as influências do global mindset (GM) e de características culturais (distância do poder e controle de incertezas) das matrizes de multinacionais brasileiras sobre a formação de competências em suas subsidiárias no exterior. Mais especificamente, investigou a influência dessas variáveis independentes sobre o desenvolvimento, nas próprias subsidiárias, de competências passíveis de serem transferidas (para outras unidades ou para a matriz), bem como sobre a transferência de competências da matriz para as subsidiárias. Além disso, o trabalho também investigou quais são as características atuais do GM das multinacionais brasileiras. Para testar as hipóteses de pesquisa, foi realizada um survey que empregou uma abordagem multinível e, na análise empírica, foi utilizada a modelagem hierárquico-linear. Um conjunto de 97 multinacionais foi identificado e convidado a participar. O número de questionários devolvidos e considerados para a análise empírica, foi: 64 questionários de matrizes (nível 2) e 79 questionários de subsidiárias (nível 1). Os resultados da análise descritiva indicaram que as multinacionais brasileiras têm, em geral, um alto GM; esse resultado reflete o perfil da amostra, que foi composta por empresas brasileiras que estão entre as mais internacionalizadas. Ainda assim, detectou-se um pequeno grupo (6%) que apresentou GM mais baixo. Identificou-se, também, que \"habilidades globais\" é a dimensão do GM que apresenta as maiores fragilidades entre as empresas brasileiras. Além disso, a análise de clusters indicou que as empresas têm diferentes configurações, quando o seu GM e fatores culturais são considerados em conjunto; o maior conglomerado apresenta uma composição de alto GM e altos fatores culturais, simultaneamente. Os resultados da análise multinível, por sua vez, apontaram que há uma relação positiva entre GM e o desenvolvimento de competências não locais nas subsidiárias; já os fatores culturais analisados (distância do poder e controle de incertezas), têm uma relação negativa com o desenvolvimento dessas competências. Por outro lado, a influência de fatores culturais é maior do que a do GM (conforme análise dos coeficientes de regressão). Também foram identificados efeitos de dimensões que compõem as variáveis independentes: habilidades globais têm uma relação positiva e distância do poder tem uma relação negativa como o desenvolvimento de competências não locais nas subsidiárias. Os resultados também revelaram efeitos das variáveis GM e fatores culturais sobre competências específicas, desenvolvidas nas próprias subsidiárias ou transferidas a partir da matriz brasileira. Somente quando as competências foram testadas em separado surgiram resultados significantes para a transferência da matriz. O presente trabalho contribui com a teoria e pesquisa em negócios internacionais ao explicitar o modo como GM e cultura da matriz relacionam-se à formação de competência nas subsidiárias. Foi observada, sobretudo, a sua influência sobre as competências não locais das subsidiárias, que podem ser transferidas para outras unidades da rede multinacional. Como estas competências são muito importantes para a competitividade internacional das empresas brasileiras, observa-se que essas dimensões ao nível da matriz (GM e cultura) requerem especial atenção e devem ser monitorados e gerenciadas. Uma outra contribuição do estudo é de natureza metodológica, ao explorar um formato de pesquisa (multinível) e uma abordagem de análise empírica (HLM), que são pouco freqüentes em pesquisas quantitativas da área de negócios internacionais, apesar do seu grande potencial. Os limites da pesquisa, bem como indicações para novos estudos, também são apresentados. / This study examined the influences of global mindset (GM) and cultural characteristics (power distance and uncertainty avoidance) of Brazilian multinational headquarters on the formation of competences at their foreign subsidiaries. More specifically, it investigated influences of those independent variables on the development of non-local competences (by the subsidiaries themselves) and on the transfer of competences from the parent companies to their subsidiaries. Furthermore, the study investigated the main characteristics of Brazilian multinationals´ GM. For the hypotheses to be tested, a survey was carried out, employing a multilevel research design; for the empirical analysis, a hierarchical linear modeling was employed. Initially, a set of 97 Brazilian multinationals were invited to take part in the research. The total number of returned and acceptable questionnaires was: 64 from headquarters and 79 from subsidiaries. The results of the descriptive analysis indicated that Brazilian multinationals have, in general, a high GM; this finding reflects the profile of the sample which comprised some of the most internationalized Brazilian companies. Nevertheless, it was identified that a small group of companies (6%) show lower GM levels; it was also observed that \"global skills\" is the GM dimension regarding which Brazilian firms are most fragile. Furthermore, a cluster analysis revealed that those companies present multiple configurations when GM and cultural factors were considered simultaneously; the most numerous cluster encompassed companies which have, at the same time, higher GM levels and higher cultural factor levels. The multilevel analysis, in turn, indicated that there is a positive relationship between GM and the development of non-local competences at subsidiaries; conversely, cultural factors (power distance and uncertainty avoidance) are negatively related to development of non-local competences. Furthermore, according to the regression coefficient analysis, the effect of cultural factors on non-local competences is stronger than the GM effect. When the dimensions that comprise the independent variables were tested separately, it was noticed that global skills are positively related to development of non-local competences at subsidiaries; power distance, in turn, is negatively related. The results also revealed effects of GM and cultural factors on specific competences developed at subsidiaries or transferred from Brazilian headquarters. Significant results for headquarter transfers were noticed only when the competences were tested separately. This work contributes to theory and research on international business by showing how culture and GM influence the formation of competences at subsidiaries, particularly competences that may be transferred to the multinational network (non-locals). As such competences are especially relevant for the competitiveness of Brazilian companies abroad, the headquarter dimensions (GM and culture) deserve to be monitored and managed. Another contribution of this study is of methodological nature, as it employed a multilevel research design and hierarchical linear modelling. In fact, these approaches have been overlooked in international business research, despite their potential and strengths. The limits of this study and suggestions for further research are also discussed.

Este trabalho examinou as influências do global mindset (GM) e de características culturais (distância do poder e controle de incertezas) das matrizes de multinacionais brasileiras sobre a formação de competências em suas subsidiárias no exterior. Mais especificamente, investigou a influência dessas variáveis independentes sobre o desenvolvimento, nas próprias subsidiárias, de competências passíveis de serem transferidas (para outras unidades ou para a matriz), bem como sobre a transferência de competências da matriz para as subsidiárias. Além disso, o trabalho também investigou quais são as características atuais do GM das multinacionais brasileiras. Para testar as hipóteses de pesquisa, foi realizada um survey que empregou uma abordagem multinível e, na análise empírica, foi utilizada a modelagem hierárquico-linear. Um conjunto de 97 multinacionais foi identificado e convidado a participar. O número de questionários devolvidos e considerados para a análise empírica, foi: 64 questionários de matrizes (nível 2) e 79 questionários de subsidiárias (nível 1). Os resultados da análise descritiva indicaram que as multinacionais brasileiras têm, em geral, um alto GM; esse resultado reflete o perfil da amostra, que foi composta por empresas brasileiras que estão entre as mais internacionalizadas. Ainda assim, detectou-se um pequeno grupo (6%) que apresentou GM mais baixo. Identificou-se, também, que \"habilidades globais\" é a dimensão do GM que apresenta as maiores fragilidades entre as empresas brasileiras. Além disso, a análise de clusters indicou que as empresas têm diferentes configurações, quando o seu GM e fatores culturais são considerados em conjunto; o maior conglomerado apresenta uma composição de alto GM e altos fatores culturais, simultaneamente. Os resultados da análise multinível, por sua vez, apontaram que há uma relação positiva entre GM e o desenvolvimento de competências não locais nas subsidiárias; já os fatores culturais analisados (distância do poder e controle de incertezas), têm uma relação negativa com o desenvolvimento dessas competências. Por outro lado, a influência de fatores culturais é maior do que a do GM (conforme análise dos coeficientes de regressão). Também foram identificados efeitos de dimensões que compõem as variáveis independentes: habilidades globais têm uma relação positiva e distância do poder tem uma relação negativa como o desenvolvimento de competências não locais nas subsidiárias. Os resultados também revelaram efeitos das variáveis GM e fatores culturais sobre competências específicas, desenvolvidas nas próprias subsidiárias ou transferidas a partir da matriz brasileira. Somente quando as competências foram testadas em separado surgiram resultados significantes para a transferência da matriz. O presente trabalho contribui com a teoria e pesquisa em negócios internacionais ao explicitar o modo como GM e cultura da matriz relacionam-se à formação de competência nas subsidiárias. Foi observada, sobretudo, a sua influência sobre as competências não locais das subsidiárias, que podem ser transferidas para outras unidades da rede multinacional. Como estas competências são muito importantes para a competitividade internacional das empresas brasileiras, observa-se que essas dimensões ao nível da matriz (GM e cultura) requerem especial atenção e devem ser monitorados e gerenciadas. Uma outra contribuição do estudo é de natureza metodológica, ao explorar um formato de pesquisa (multinível) e uma abordagem de análise empírica (HLM), que são pouco freqüentes em pesquisas quantitativas da área de negócios internacionais, apesar do seu grande potencial. Os limites da pesquisa, bem como indicações para novos estudos, também são apresentados. / This study examined the influences of global mindset (GM) and cultural characteristics (power distance and uncertainty avoidance) of Brazilian multinational headquarters on the formation of competences at their foreign subsidiaries. More specifically, it investigated influences of those independent variables on the development of non-local competences (by the subsidiaries themselves) and on the transfer of competences from the parent companies to their subsidiaries. Furthermore, the study investigated the main characteristics of Brazilian multinationals´ GM. For the hypotheses to be tested, a survey was carried out, employing a multilevel research design; for the empirical analysis, a hierarchical linear modeling was employed. Initially, a set of 97 Brazilian multinationals were invited to take part in the research. The total number of returned and acceptable questionnaires was: 64 from headquarters and 79 from subsidiaries. The results of the descriptive analysis indicated that Brazilian multinationals have, in general, a high GM; this finding reflects the profile of the sample which comprised some of the most internationalized Brazilian companies. Nevertheless, it was identified that a small group of companies (6%) show lower GM levels; it was also observed that \"global skills\" is the GM dimension regarding which Brazilian firms are most fragile. Furthermore, a cluster analysis revealed that those companies present multiple configurations when GM and cultural factors were considered simultaneously; the most numerous cluster encompassed companies which have, at the same time, higher GM levels and higher cultural factor levels. The multilevel analysis, in turn, indicated that there is a positive relationship between GM and the development of non-local competences at subsidiaries; conversely, cultural factors (power distance and uncertainty avoidance) are negatively related to development of non-local competences. Furthermore, according to the regression coefficient analysis, the effect of cultural factors on non-local competences is stronger than the GM effect. When the dimensions that comprise the independent variables were tested separately, it was noticed that global skills are positively related to development of non-local competences at subsidiaries; power distance, in turn, is negatively related. The results also revealed effects of GM and cultural factors on specific competences developed at subsidiaries or transferred from Brazilian headquarters. Significant results for headquarter transfers were noticed only when the competences were tested separately. This work contributes to theory and research on international business by showing how culture and GM influence the formation of competences at subsidiaries, particularly competences that may be transferred to the multinational network (non-locals). As such competences are especially relevant for the competitiveness of Brazilian companies abroad, the headquarter dimensions (GM and culture) deserve to be monitored and managed. Another contribution of this study is of methodological nature, as it employed a multilevel research design and hierarchical linear modelling. In fact, these approaches have been overlooked in international business research, despite their potential and strengths. The limits of this study and suggestions for further research are also discussed.