Meeting the Challenges of Effective International HRM: Analysis of the Antecedents of Global Mindset
Date of this Version
Published in Human Resource Management 53:1 (January/February 2014), pp. 131–155; doi: 10.1002/hrm.21568
The full force of globalization has hit today’s organizations, and it is clear that there are many cultural and human problems. International human resource management (IHRM) is being asked to better understand and develop multinational organizational leaders to meet the challenges. A prominent solution that is receiving increased attention is the construct of global mindset, which has growing rhetoric but little research support. To help fill this need, after first theoretically framing global mindset as made up of one’s cultural intelligence and global business orientation, this study identifies and empirically tests some theory-driven antecedents. Utilizing a diverse sample (N = 136) of global leaders of a well-known multinational, we found that personal, psychological, and role complexity antecedents were related to the participants’ level of global mindset. The practical implications of these findings for effective international human resource management conclude the article.
Business Administration, Management, and Operations Commons, Human Resources Management Commons, International Business Commons
Copyright © 2013 Wiley Periodicals, Inc. Used by permission.