A Global Mindset — A Prerequisite for Successful Internationalization?

Nummela, Niina; Saarenketo, Sami; Puumalainen, Kaisu

doi:10.1111/j.1936-4490.2004.tb00322.x

Cited by 349 publications

(361 citation statements)

References 36 publications

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“…The inclusion of three kinds of mindsets (ethnocentric, polycentric, and geocentric) as moderator between antecedents and export performance provide a more robust explanation for variations in export performance. These results also support the conclusion by Nummela et al (2004) that managerial experience and market characteristics are important drivers of the global mindset, which, in turn, is one of the key parameters of international performance. As opined by many CEOs, developing a company global mindset is a "prerequisite for global industry dominance."…”

Section: Discussion and Managerial Implicationssupporting

confidence: 78%

“…Arora et al (2004) concluded that training in international management, manager's age, foreign country living experience, family member from a foreign country, and job experience in a foreign country have statistically significant impacts on managers' global mindset, and argue that global mindset is a trait that can be developed with training. Nummela, Saarenketo, and Puumalainen (2004) concluded that market characteristics-globalness of the market in which the firm operates and the turbulence of the market-are positively related to global mindset. Furthermore, the authors found a positive relationship between "global mindset" and financial indicators of the firm's international performance.…”

Section: Export Mindsetmentioning

confidence: 99%

See 1 more Smart Citation

An Investigation of Export Practices and Performance across Global Mindset Orientations

Koh¹,

Gammoh²,

Okoroafo³

2013

IBR

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Extant literatures suggest three different approaches to decision making for operating a firm internationally: ethnocentric, polycentric, and geocentric. This study investigated differences in firm characteristics, export marketing strategies and export performance outcomes across these three orientations on a sample of North American (Canadian and U.S.) firms. The findings revealed major differences in examined variables across these decision-making orientations. While global mindset seemed to influence export strategy and performance, it did not affect many aspects of firm characteristics. Implications for export managers and public policy are drawn from the results.

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Section: Discussion and Managerial Implicationssupporting

confidence: 78%

Section: Export Mindsetmentioning

confidence: 99%

An Investigation of Export Practices and Performance across Global Mindset Orientations

Koh¹,

Gammoh²,

Okoroafo³

2013

IBR

View full text Add to dashboard Cite

show abstract

“…This is in line with Nummela et al (2002) and her view on the importance of the manager's mindset for an international performance. According to Spence (2003), high-tech SMEs follow a planned international strategy.…”

Section: The Entrepreneur's Visionsupporting

confidence: 68%

“…His strategy will then give the important guidelines for the organisation, but changes can still be made. The importance of this has also been shown by Nummela et al (2002) who state that a manager's global mindset is important for international performance. Mental thinking forms an entrepreneur's visions and is a base for selecting different strategies.…”

Section: Introductionmentioning

confidence: 93%

The Importance of Leadership and Vision in Born Globals

Wictor

Andersson

2012

BMR

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Since the beginning of the 1990s studies of Born Global companies has become a major topic in internationalization literature. Earlier research has pointed out the importance of the entrepreneur in the born global firm's international development. Even if many studies have been done which identify the impact of entrepreneurs and management on firms' internationalisation and behaviour few studies have focused on leadership in Born Global Companies. Following earlier research, the aim of this paper is to investigate how the entrepreneur uses his/her vision in Born Global companies. The main findings and conclusions are that the entrepreneur and his/ her vision have an important role in these companies. The vision is like an umbrella and affects many important parts of the company, such as organisation, communication, recruitment, knowledge transfer and other parts that will form the company's culture. The born global entrepreneurs create the company values and motivate the employees in the organisation. The Born Global leaders share the power with subordinates. It is crucial to delegate operational decisions to subordinates so the entrepreneur can work with strategic issues fostering the firms' international expansion. Communication is open and straight with an open atmosphere in the culture. Good communication is important when building goals, values and conveying the leader's vision. Even if the entrepreneurs motivate their employees in a positive way the entrepreneurs still have a tight control of the company. The main implications from this study are that the entrepreneurs in The Born Global firms have been able to create an innovative culture in the firm that creates international growth.

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“…As Ocasio (1997: 197) notes, "The most critical players in attention regulation are typically the CEO and the top management group," and a long line of research has shown that executives' backgrounds drive the decisions they make (Hambrick & Mason, 1984;Waldman, Siegel, & Javidan, 2006b;Hambrick, 2007). Furthermore, CEOs' personal attitudes and values have been shown to be a key driver of CSR (Hemingway & Maclagan, 2004), and international experience helps shape the global mindset of the CEO (Carpenter, Sanders, & Gregersen, 2001;Nummela et al, 2004). Such international experience and global mindset may lead to a greater focus on global issues and diversity (Carpenter & Fredrickson, 2001), and make the CEO more open to the adoption of international diversified standards of CSR.…”

Section: H3mentioning

confidence: 99%