Cultivating a global mindset

By Anil Gupta, V. Govindarajan. 2002

642 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/690189ea92fd590b308e9e7424974599367da5a4

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Citations in the corpus

Mapping world cultures: Cluster formation, sources and implications (2013, background): “That endeavor requires combining “an openness to and awareness of diversity across cultures and markets with propensity and ability to synthesize across” (Evans, Pucik, & Barsoux, 2002; Gupta & Govindarajan, 2002: 117).”
Inside opportunity formation: enterprise failure, cognition, and the creation of opportunities (2008, background): “Examples include a collective mindset (Hutchins, 1995), a global mindset (Gupta and Govindarajan, 2002), a growth v. fi xed mindset (Dweck, 2006), a managerial mindset (Sarasvathy, Simon, and Lave, 1998), and an entrepreneurial mindset (McGrath and MacMillan, 2000).”
Drivers of Global CSR Integration and Local CSR Responsiveness: Evidence from Chinese MNEs (2016, background): “Executives with such experience are less likely to exclusively draw from their domestic mindsets (Nadkarni, Herrmann, & Perez, 2011), which can serve as reference points (Jeannet, 2000) and cognitive filters (Gupta & Govindarajan, 2002).”
A systematic literature review on the definitions of global mindset and cultural intelligence – merging two different research streams (2017, background): “Therefore, in order to successfully deal with this increased strategic complexity, managers must possess a cognitive structure that allows them to distinguish between and integrate across this environmental complexity (Gupta & Govindarajan, 2002).”
What we talk about when we talk about ‘global mindset’: Managerial cognition in multinational corporations (2007, methodology): “Global mindset has been operationalized using diverse measures and data sources both within and across theoretical levels—in some cases as a unidimensional construct (Gupta and Govindarajan, 2002; Kobrin, 1994) and in others as a multidimensional construct.”
Internationalization of SMEs in India (2007, background): “According to Gupta and Govindarajan (2002), a global mindset is one in which organizations and their employees observe and make sense of their surroundings by processing information through their own unique cognitive filters.”
Global leadership competencies: a review and discussion (2005, background): “Inquisitiveness (Gregersen et al., 1998; Black et al., 1999) has been referred to by many authors in terms such as curiosity (Srinivas, 1995; Brake, 1997; Spreitzer et al., 1997; Gregersen et al., 1998; Mumford et al., 2000, Gupta and Govindarajan, 2002) and concern with context (Srinivas, 1995).”
The role of top management team international orientation in international strategic decision-making: The choice of foreign entry mode (2011, background): “…cultural, institutional, and competitive environments and make strategic decisions that result in superior performance (Bartlett & Ghoshal, 1989; Gupta & Govindarajan, 2002) than domestically oriented TMTs. Research has linked TMT characteristics, particularly international experience, to firm…”
Entrepreneurial mindset shift and the role of cycles of learning (2021, background): “This allows the world to be simplified in a way that is more manageable (Rhinesmith, 1992) because these filters (Gupta & Govindarajan, 2002) and heuristics (Oyserman et al., 2009) simplify the world and impact what we do and do not pay attention to.”