The global mindset

Thomas Friedman's 2005 account of a flattening world, in which far more nations and firms now operate in international markets, serves as the starting point here. Globalization touches almost every area of life and is giving rise to new social, political and business arrangements. Because of this shift, managers everywhere need a global mindset. The volume defines it as a collection of personal qualities that allow someone to influence people, groups and organizations across different social, cultural and institutional settings. It looks at what this mindset contains, how people acquire it, when and how it should be put to use, and what follows from having it.

The contributors argue that the ability to bring together participants from many parts of the world quickly and effectively is becoming a new source of competitive advantage. Global companies are increasingly pressed to build seamless, integrated systems that meet varied customer needs across varied markets. Their success in doing so depends largely on whether employees, managers and executives can understand and adjust to a flat world. On this view, the edge belongs to firms that shape how their people think and act. The authors present the global mindset as a key competitive tool for today's managers and urge corporate leaders to develop it and act on it. Without it, they warn, firms may face better prepared and more knowledgeable rivals that could endanger their survival.

The book is an international collection edited by leading scholars in the field, and it offers a detailed treatment of the global mindset as a strategic resource for organizations operating across borders. It is part of the Advances in International Management series, and the volumes from number 15 onward are available online through ScienceDirect.