Titlebook: Global Mindset and Cross-Cultural Behavior; Improving Leadership Wim den Dekker Book 2016 The Editor(s) (if applicable) and The Author(s) 2

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Introduction,esses. Economic, governmental, legal, political, and cultural integration are all important aspects of global business. Managers must understand the influence on their worldwide operations and workforce of increasing economic integration among countries. Economic integration addresses the removal of

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Leading in the Global Business Environment,roup to another. Gradually, currency was introduced as a standardized means of payment to provide a better guarantee on the transfer of goods and services. Buyers and sellers met each other in a physical place which was later called the market. Even in early history, trade was not limited to people

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A Mindset Typology, mindset are considered more effective than managers without this capability. Some authors state that if global leaders have all the necessary capabilities, but lack a global mindset, they are not effective. There are a number of reasons to explain why a global mindset is a prerequisite for global l

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Global Mindset: The Cultural Domain,r export companies and other companies that have little direct involvement in having a physical presence in foreign countries the impact of culture is moderate because building cross-cultural relationships is often limited to international contracts concerning the supply of domestically produced pro

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Multiple

Relationship Between the Intercultural Global Mindset and Cross-Cultural Leadership Behavior,p between mindsets and leadership behavior as described in Chap. ., based on a behavioral intention model. The relationship between attitudes and behavior has been studied for a very long time. The premise is that individual behavior can be predicted by attitudes. People who evaluate an attitude obj

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Reflection,c mindset concept in which we include all known and relevant theoretical concepts and backgrounds of our mindset typology. We also reflect on the attitude–behavior model and aim to elaborate on our theoretical and empirical findings. Elaborating on the mindset–organization fit concept, we describe t

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can be predicted by a manager‘s mindset.Provides an importa.Examining the importance of cultural attitudes on human resource practices, this book addresses an important, but often neglected aspect of cross-cultural leadership. First providing an overview of globalization processes and a description

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Imaging for Post-implant Dosimetry,te mentalities in which managers can be developed to global mindsets and companies can benefit from further globalization. In this respect, we present and discuss the results of our interviews with HR directors concerning the role of HR in developing global mindsets. We close this chapter by suggesting further research.