Global mind-sets and cognitive shift in a complex multinational corporation

• 成果类型: Article
• 署名作者: Murtha, TP; Lenway, SA; Bagozzi, RP
• 署名单位: University of Minnesota System; University of Minnesota Twin Cities; University of Michigan System; University of Michigan
• 刊物名称: STRATEGIC MANAGEMENT JOURNAL
• ISSN/ISSBN: 0143-2095
• DOI: 10.1002/(SICI)1097-0266(199802)19:2<97::AID-SMJ943>3.0.CO;2-2
• 发表日期: 1998
• 页码: 97-114
• 关键词: globalization; global thinking; multinational strategy; global strategic change; cognition and global strategy

摘要

This article investigates attitudes that underlie international strategy processes. We propose survey scales of these attitudes and describe tests thai support their reliability and validity as measures. of constructs-including integration, responsiveness, and coordination-that researchers have used for many years in case analyses of international strategy and organization. We also propose and validate scales to capture the perceived alignment with firms' international objectives of key business policies that affect individuals, including accountability for global results, career opportunity and a globally shared meaning system that informs communication and discussion about change. Our discussion of these tests offers an assessment of how changing patterns of association among the measures over rime conform to expectations generated by the case-based empirical literature. We argue that these patterns document a process of organizational learning that can link managers' mind-sets with senior managers' intentions in the course of proactive international strategic change. The analysis relies on survey responses taken in 1992 and 1995 from 370 managers in 13 country affiliates and the head office of a U.S.-based diversified multinational corporation (DMNC). (C) 1998 John Wiley & Sons, Ltd.