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The Journal of Applied Behavioral Science
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Exploring the Role of "Global Mindset" in Leading Change in International Contexts

David E. Bowen

Thunderbird School of Global Management

Andrew C. Inkpen

Thunderbird School of Global Management

In this article we introduce "global mindset" as an individual-level variable to help explain the effectiveness of managers leading change in international contexts. We describe and analyze an organization change effort at Johnson & Johnson Consumer Products Brazil with a focus on the degree to which the change leader possessed the intellectual, psychological, and social capitals that compose a global mindset. This is an exploratory analysis intended to help map out the key characteristics of managers associated with effectively leading change in cross-culturally complex situations.

Key Words: global mindset • global leadership • cross-cultural change

The Journal of Applied Behavioral Science, Vol. 45, No. 2, 239-260 (2009)
DOI: 10.1177/0021886309334149
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