Meeting the Challenges of Effective International HRM: Analysis of the Antecedents of Global Mindset

Authors

Joana S. P. Story, Nova School of Business and Economics, Lisbon, PortugalFollow
John E. Barbuto Jr., California State University FullertonFollow
Fred Luthans, University of Nebraska - LincolnFollow
James A. Bovaird, University of Nebraska - LincolnFollow

Date of this Version

1-2014

Citation

Published in Human Resource Management 53:1 (January/February 2014), pp. 131–155; doi: 10.1002/hrm.21568

Comments

Copyright © 2013 Wiley Periodicals, Inc. Used by permission.

Abstract

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.