Global Mindset: From Strategic Choice to Situational Capability

The concept of Global Mindset (GM) – the way to think about the global reality – is on the agenda of multinational companies concomitant with the increase in global complexity, uncertainty and diversity. In spite of a number of studies, the concept is still fluid and far from a managerial operationalization. The aim of this paper is first to review the conceptualisations of GM and next to propose a revised framework for capturing the essence of the concept. By using a two-dimensional matrix, the concept is, as one extreme, seen as a state-of-mind, which is a management defined and corporate driven way of thinking about the global business reality. The other extreme is a GM as an organizational capability and process with a GM in a continuous state of becoming – and thus in a continuously alignment with a dynamic context. In addition, we argue for what we call “situational capabilities”, i.e. the capability to sense (quickly), reflect (constructively) and act purposefully (for mutual benefit). A case on an MNC is used at the end to show the organizational manifestations of a GM.