Research On Multinational Manager's Global Mindset Development

The depth and breadth of the globalization development challenge the sustainable competitiveness of the multinational companies. The focus of researchers and practitioners has changed from the optimization of organizational structure and management model to the training of the multinational manager's global mindset. The global mindset is the cognitive ability to help the individual correctly act in a multicultural environment. It can help multinational managers to more clearly understand the different cultural group, achieve higher performance, and form the more appropriate strategy.Research on multinational manager's global mindset is one of hot issues in the field of western human resources management in recent years. However, current domestic introduction and research is relatively less. On the basis of literature summarized, the theories and research situations of multinational manager's global mindset were introduced at the aspect of its definition, measurement methods, intervention factors and effects. Drawing on the social learning theory and self-regulation theory in the field of psychology, the framework of the research was constituted by the global mindset and its development process as the center, the cross-cultural adaptive behavior as the output variable, cultural environmental transition as the external trigger factor, and multinational manager's psychological capital as intrinsic intervention factor. Through theoretical and empirical analysis, the conclusions are following:First, define the concept of the multinational manager's global mindset, and develop the corresponding questionnaire. The core of multinational manager's global mindset is a kind of cognitive ability toward the global business conditions in the dimensions of strategic complexity and cultural diversity. Its differences result in the individual different of values and cognitive attitude to deal with the challenges of the cultural differences, the external opportunities, threat identification, and risk prevention. Second, the measurement result of the global mindset change toward the76Chinese business managers and technical guidance staffs expatriating to22countries showed that there was the inverted "U" shaped relationship between cultural distance and multinational manager's global mindset. It is proved that cultural similarities can't play a trigger role in cross-cultural cognition; at the same time, too large cultural differences can not stimulate the motivation of the multinational manager's global mindset development.Third, according to self-regulation theory, multinational manager's global mindset development process model was designed, including three process variables (cross-cultural self-cognition, cross-cultural judgment, cross-cultural adaptation motivation) and one output variable (cross-cultural adaptation behavior). Through investigating208Chinese business managers, technical guidance staffs and postgraduates in the school of management, path analysis was constructed using structural equation model and the result proved this process.Fourth, correlation and regression analysis results showed that psychological capital had a significantly positive impact on cross-cultural judgment and cross-cultural adaptation motivation. Meanwhile, psychological capital played a moderating affect between the cross-cultural judgment and cross-cultural adaptation motivation, that is, the more positive individual psychological capital, the stronger the relationship between cross-cultural judgment and cross-cultural adaptation motivation.Finally, training programs of multinational manager's global mindset were draw up according to the development process of global mindset and influencing factors, the limitations of this study and the future research directions were stated.