Do organisational reform measures impact on global mindset intensity of managers? Empirical evidence from Indian and Chinese service industry managers

Abstract

Purpose

The purpose of this paper is to investigate the strength of organisational strategy, technology intensity and entrepreneurial orientation as predictors of managerial global mindset intensity in the Indian and Chinese service industry.

Design/methodology/approach

A pluralist research design that captured quantitative and qualitative data from 239 Indian and 210 Chinese indigenous managers was evaluated to test the hypothesised relationships of a conceptual model that was developed from the contemporary relevant literature.

Findings

The results of the investigation demonstrate that technological intensity and entrepreneurial orientation were significant determinants of managerial global mindset intensity. Qualitative information that revealed technological intensity and entrepreneurial orientation were dominant drivers from developing and nurturing managerial global mindset intensity.

Research limitations/implications

In spite of both study countries having large populations, the evaluated sample sizes were of reasonable magnitude. The evidence of indicators that strongly reform the domain of global managerial mindsets has considerable application for corporations operating in the international marketplace.

Originality/value

The rising dominance of the service sector as well as the changing economic, political and social landscape are compelling organisations to more fully understand the dynamics of the dramatic shifts in managerial thinking.

Citation

Ananthram, S., Pearson, C. and Chatterjee, S. (2010), "Do organisational reform measures impact on global mindset intensity of managers? Empirical evidence from Indian and Chinese service industry managers", Journal of Chinese Economic and Foreign Trade Studies, Vol. 3 No. 2, pp. 146-168. https://doi.org/10.1108/17544401011052285