Antecedents of a Global Mindset: A Mixed Method Analysis of Indian, Chinese and Japanese Managers

Ananthram, Subramaniam; Pick, David; Issa, Theodora

doi:10.7903/cmr.9693

Cited by 5 publications

(4 citation statements)

References 62 publications

(62 reference statements)

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“…Entrepreneurs have the ability to identify new market opportunities, contribute to business formation, and reverse the effect of brain drain. Yet, it can be noticed that literature on entrepreneurship and economic growth focuses mostly on the U.S. Not only is there lack of literature on Indian entrepreneurs in Gulf countries, but there is also an absence of examination of innate traits and competencies that contribute to one's entrepreneurial orientation, that develop as by-products of the migrant's upbringing, social interaction, economic environment, and psychological state (Ananthram, 2008).…”

Section: Discussionmentioning

confidence: 99%

From ‘Brain Drain’ to ‘Capital Gain’: Indian Skilled Migration to the UAE

Bortolazzi

Khan²

2023

Gulf Studies

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This study analyzes the magnitude of emigration of India’s high-skill population in the United Arab Emirates through the exploration of the determinants of emigrant mobility using both an empirical and qualitative approach. It also examines the historical patterns of migration to the GCC region with a focus on the socioeconomic impact of skilled immigration of Indian expatriates in the UAE economy. Furthermore, the chapter attempts to assess the role played by remittances, Foreign Direct Investment (FDI), and knowledge and technology transfers as key economic resources towards the development of the national economy and the potential reversal of the impact of ‘brain drain’. This requires an evaluation of the role played by key stakeholders in the facilitation of migration, providing an alternate outlook on the perceived ‘drain’ and inequality that surrounds the dialog on South-to-North migration. Lastly, the research contributes to the limited literature on transnational entrepreneurs and return and reverse migration, as the most understudied aspect of international migration, to illustrate how the migrant identity is constantly fluid and evolving and ultimately beneficial to both the host and home economy.

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Section: Discussionmentioning

confidence: 99%

From ‘Brain Drain’ to ‘Capital Gain’: Indian Skilled Migration to the UAE

Bortolazzi

Khan²

2023

Gulf Studies

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“…Organisational factors Organisational characteristics Ananthram et al (2010), Cole and Konyu-Fogel (2011), Dekker (2013), Felício et al (2013), Felício et al (2012), Kobrin (1994) Characteristics of a company including organisation's location, size, and industry Organisational managers' characteristics Ananthram et al (2012), Arora et al (2004), Dekker (2013), Gupta and Govindarajan (2002), Levy (2005), March (2013), Massingham (2013), Nielsen (2014), Nummela et al (2004), Paul (2000), Ransom (2007), Story et al (2014) Factors that refer to management structure, manager's characteristics, and leadership role Organisational practises Ananthram et al (2010), Arora et al (2004), Dekker et al (2005), Kobrin (1994), Kwantes and Chung-Yan (2012), Lill (2012), Mikhaylov and Fierro (2015), Nielsen (2014), Paul (2000), Pucik (2006) Human resources practise and organisational strategy…”

Section: Category Descriptionmentioning

confidence: 99%

Global mindset: a systematic review of the concept

Kossowska

Rosiński

2021

International Journal of Contemporary Management

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Background Global mindset (GM) is a relatively new concept slowly gaining the attention of researchers, and it has been heavily influenced by globalisation throughout the years. A better understanding of the term can support companies’ growth in international settings and help develop a more effective, skilled workforce. Due to the multiplicity of approaches across the literature, there is a call to systematise available knowledge on GM regarding its antecedents, outcomes, and definitions. Research aims The aims of this systematic literature review are to present GM and summarise the available knowledge. This article not only reviews available GM definitions but also addresses its antecedents and outcomes. Methodology GM literature was gathered via multiple databases (e.g., ERIC, PsycArticles, PsycINFO, Google Scholar). Two phases of review were incorporated in the process. The first one focused on including peer-reviewed texts and selecting those qualifying for further analyses. The second stage was a content analysis. Two independent judges classified text into specific categories describing the antecedents and outcomes of GM. Findings Systematic literature review has shown a multiplicity of GM definitions (n = 18), antecedents (n = 179), and outcomes (n = 52) of GM. As a result, a new GM definition emerged from merging the most common features of the existing ones. This, in turn, reflects a great need to keep on developing our knowledge on the subject and creating clear, applicable structures of the GM concept.

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“…Previously, [47] found that managers with international education have a higher level of international experience compared to overseas assignments alone. An international education provides managers with more knowledge and greater exposure of the dynamics in the international environment [2], [48]. [49] indicate that managers need international perspectives and exposure as early as possible to maximize the quality of their global mindset.…”

Section: International Education and Global Mindsetmentioning

confidence: 99%