Editing Mindset (section)

=== Global mindset ===
Originating from the study of organizational leadership and coinciding with the growth of [[multinational corporation]]s during the 1980s, organizations observed that executive effectiveness did not necessarily translate cross-culturally. A global mindset emerged as an explanation.<ref>Javidan, M., & Walker, J. L. (2013). ''Developing Your Global Mindset: The Handbook for Successful Global Leaders''. Edina, MN: Beaver's Pond Press.</ref> Cross-cultural leaders were hypothesized to need an additional skill, ability, or proficiency (a global mindset) to be effective regardless of culture or context.<ref>Perlmutter, H. V. (1969). The tortuous evolution of the multinational corporation. ''Columbia Journal of World Business'', 4(1), 9–18.</ref><ref>Rhinesmith, S. H. (1992). Global mindsets for global managers. ''Training & Development'', 46(10), 63–68.</ref> [[Cultural agility]]<ref>{{Cite book|last=Caligiuri|first=Paula|url=https://www.worldcat.org/oclc/1152067760|title=Build Your Cultural Agility : the nine competencies you need to be a successful global professional.|date=2021|publisher=Kogan Page|isbn=978-1-78966-661-8|location=[S.l.]|oclc=1152067760}}</ref> refers to such a need. A defining characteristic of the study of global mindset is the variety with which scholars define it, but they typically agree that global mindset and its development increase global effectiveness for individuals and organizations.{{Sfn|French|Chang|2016}} For instance, a study of Chinese SMEs found that managers with a strong global mindset tended to favour shared-control or integrated export channels, providing a concrete example of the importance of global mindset in business.<ref>{{cite journal |last1=Brouthers |first1=Keith D. |last2=Nakos |first2=George |last3=Lindlbauer |first3=Niklas |last4=Kalinić |first4=Igor |year=2025 |title=Export Channel Choice for SMEs: A Cognitive Perspective |journal=Thunderbird International Business Review |doi=10.1002/tie.22436 |url=https://onlinelibrary.wiley.com/doi/full/10.1002/tie.22436 }}</ref>