Paul Evans and Tom Murtha contributed heavily in developing many of the ideas presented in this chapter.

Cited in K. Barham and C. Heimer, ABB: The Dancing Giant (London: Financial Times, 1998), X.

The integration/responsiveness framework is most closely associated with C.K. Prahalad and Y. Doz, The Multinational Mission: Balancing Local Demands and Global Vision (New York: Free Press, 1987); C.A. Bartlett and S. Ghoshal, Managing across Borders: The Transnational Solution (Cambridge, MA: Harvard Business School Press, 1989).

For early arguments on the mindset implications of international decision making, see Aharoni (1966); Kindleberger (1969); C.K. Prahalad and R.A. Betis, “The Dominant Logic: A New Linkage between Diversity and Performance,” Strategic Management Journal (Vol. 7, 1986), 485–501.

H.V. Perlmutter, “The Tortuous Evolution of the Multinational Corporation,” Columbia Journal of World Business (Vol. 4, 1969), 9–18.

H.V. Perlmutter, “The Tortuous Evolution of the Multinational Corporation,” Columbia Journal of World Business (Vol. 4, 1969), 13.

For this perspective on global mindset, see S.H. Rhinesmith, A Manager's Guide to Globalization: Six Keys to Success in a Changing World (Homewood, IL: ASTD & Business One Irwin, 1993); N.M. Tichy et al., “Leadership Development as a Lever for Global Transformation,” in Globalizing Management: Creating and Leading the Competitive Organization, V. Pucik, N. M. Tichy, and C. K. Barnett, eds., (New York: Wiley, 1992); R. Ashkenas et al., The Boundaryless Organization: Breaking the Chains of Organizational Structure (San Francisco: Jossey-Bass, 1995).

V. Govindarajan and A. Gupta, “Success Is all in the Mindset,” Financial Times, February 27, 1998. Similarly, R.M. Kanter, World Class: Thriving Locally in the Global Economy (New York: Simon & Schuster, 1995) sees this as a difference between new “cosmopolitans” and “locals”—to use terms developed earlier by the sociologist Gouldner to describe the difference between people who identified with the wider profession as opposed to those who identified with the “local” interests of the firm.

K. Barham and D. Oates, The International Manager (London: Economist Books, 1991).

O.S. Levy, S. Beechler, and N. Boyacigiller, “What We Talk About When We Talk About 'Global Mindset': Managerial Cognition in MNCs.” Paper presented at the 1999 annual meeting, Academy of Management, Toronto.

The importance of balanced cognitive orientation was emphasized by Prahalad and Doz; G. Hedlund, “The Hypermodern MNC: A Heterarchy?,” Human Resource Management (Spring, 1986), 9–35; C.A. Bartlett and S. Ghoshal, Managing across Borders: The Transnational Solution (Cambridge, MA: Harvard Business School Press, 1989).

C.A. Bartlett and S. Ghoshal, Managing across Borders: The Transnational Solution (Cambridge, MA: Harvard Business School Press, 1989), 212.

For further elaboration, see T.P. Murtha, S.A. Lenway, and R.P. Bagozzi, “Global Mindsets and Cognitive Shift in a Complex Multinational Corporation,” Strategic Management Journal (Vol. 19, 1998), 97–114.

V. Pucik and T. Saba, “Selecting and Developing the Global versus the Expatriate Manager: A Review of the State-of-the-Art,” Human Resource Planning (Vol. 21, No. 4, 1998), 40–54.

See the discussion and references on expatriate issues in Evans, Pucik, and Barsoux, Chapter 3.

T.P. Murtha, S.A. Lenway, and R.P. Bagozzi, “Global Mindsets and Cognitive Shift in a Complex Multinational Corporation,” Strategic Management Journal (Vol. 19, 1998), 97–114.

The initial study (Company A) was reported in Murtha.

A. Edström, and J.R. Galbraith, “Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations,” Administrative Science Quarterly (Vol. 22, 1977), 248–263.

N.M. Tichy et al., “Leadership Development as a Lever for Global Transformation,” in Globalizing Management: Creating and Leading the Competitive Organization, V. Pucik, N.M. Tichy, and C.K., ed., (New York: Wiley, 1992).

For an analysis of the roles of global business, country, function, and corporate managers, see C.A. Bartlett and S. Ghoshal, “What is a Global Manager?,” Harvard Business Review (September–October 1992), 124–132.

For a detailed discussion of various coordination mechanisms in global firms see Chapter 7 in Evans, Pucik, and Barsoux.

R.M. Kanter, World Class: Thriving Locally in the Global Economy (New York: Simon & Schuster, 1995), 60.

The Japanese firm Sony first coined this now well-known aphorism, later adopted by ABB and other firms as their corporate slogan.