Plantilla Revisión Sistemática

% 60.
42%
sum 96 58
NUMBER STUDY YEAR TRAIT
1 Rhinesmith 1992 X
11992
2 Calori et al. 1994

21994
3 Kobrin 1994
31994
4 Willis and Barham 1994 X

41994
5 Rhinesmith 1995 X
51995
6 Srinivas 1995 X
61995
7 Kefalas 1998 X
71998
8 Pucik and Saba 1998 X

81998
9 Kedia & Mukherji 1999 X

91999
10 Fletscher 2000
112000
11 Harveston et al. 2000 X

122000
12 Peyrefitte et al. 2002 X

132002
13 Cairns 2003 X
142003
14 Rhinesmith 2003
152003
15 Arora et al. 2004 X

162004
16 Beaman 2004 X
172004
17 Nummela et al. 2004 X

182004
18 Ananthram 2004
192004
19 Lane et al 2004 X
202004
20 Chatterjee 2005 X
212005
21 Dekker et al. 2005

222005
22 Jokinen 2005
232005
23 Caligiuri and Tarique 2006 X

242006
24 Ghemawat 2006 X
252006
25 Pucik 2006
262006
26 Osland et al. 2006 X

272006
27 Mendenhall 2006 X
282006
28 Black
292006 2006
29 Kjar 2007 X
302007
30 Ransom 2007 X
312007
31 Clapp-Smith/ Hughes 2007 X

322007
32 Beechler and Javidan 2007

332007
33 Clapp-Smith et al. 2007 X

342007
34 Levy et al. 2007 X

352007
35 Levy et al. /Part B 2007 X

362007
36 Beechler/Baltzey 2008
372008
37 Nardon/Steers 2008 X
382008
38 Bowen & Inkpen 2009 X

392009
39 Clapp-Smith 2009
402009
40 Cruse 2009
412009
41 Furuya et al. 2009

422009
42 Caligiuri and Tarique 2009 X

432009
43 Ananthram et al. 2010

442010
44 Khilji et al. 2010

452010
45 Story 2010 X
462010
46 Rogers and Blonski 2010

492010
47 Cseh et al. 2010 X

502010
48 Story and Barbuto 2011 X

512011
49 Konyu-Fogel and Cole 2011 X

522011
50 Lovvorn and Chen 2011 X

532011
51 Paul et al. 2011 X

542011
52 Story 2011
552011
53 Nadkarni et al. 2011

562011
54 Aggarwal 2011 X
572011
55 Terrel 2011 X
582011
56 Javidan and Teagarden 2011 X

592011
57 Matthes 2012 X
602012
58 Mohamed 2012
612012
59 Pobát 2012
622012
60 Javidan and Walker 2012 X

632012
61 Poole 2012
652012
62 Miocevic and K... 2012

662012
63 Jenkins 2012 X
672012
64 Harvey et al. 2012 X

682012
65 Osland et al. 2012 X

692012
66 Terrel and Rosenbusch 2012 X

722012
67 Felicio et al. 2012 X

732012
68 March 2012
742012
69 Ananthram et al. 2012

752012
70 Kwantes and Chung-Yan X

762012 2012
71 Terrel and Rosenbusch 2013 X

772013
72 Felicio et al. 2013

782013
73 Kyvik et al 2013 X
792013
74 Cseh et al. 2013 X

802013
75 Fee et al. 2013

812013
76 Massingham 2013
822013
77 Dekker 2013 X
832013
78 Story at al 2014 X
852014
79 Vakilbashi 2014 X
862014
80 Tung 2014 X
872014
81 Gaffeney et al. 2014 X

882014
82 Koh et al 2014
892014
83 Flett 2014
912014
84 Fatehi 2014
922014
85 Romano et al. 2014

932014
86 Ananthram and Nankervis 2014 X

942014
87 Chandwani 2015
962015
88 Matthes and Barbuto 2015 X

972015
89 Ciszewska 2015
982015
90 Cumberland 2016
992016
91 Andresen and Bergdolt 2016

1002016
92 Vogelsang et al. 2016 X

1012016
93 Tran et al. 2016

1022016
94 Dekker 2016 X
1032016
95 Egel and Fray 2017 X

1042017
96 Kyvik 2017
1052017
83.33% 50.00% 82.29%
80 48 79
COGNITIVE KSAs PREDISPOSITION
X X X
X X X
X X X
X X X
X X X
X X
X X
X X
X X
X X X
X X X
X X
X X
X X
X X X
X X
X X X
X X
X X
X X X
X X
X X
X X
X X X
X X X
X X
X X
X X X
X X X
X X X
X X X
X X
X X X
X X
X X X
X X
X X X
X X X
X X X
X X
X X
X X
X X
X X X
X X X
X X X
X X X
X X X
X X
X X X
X X X
X X X
X X X
X X X
X X
X X
X X
X X
X X X
X X X
X X
X X
X X
X
X X
X X
X X X
X X
X X
X X
X X X
X X X
X X
X X X
X X
X X
internationalization strategy the management level of the
of the company individual
Multinational Company Global Manager
Multinational Company Chief Executive Officer
Multinational Company Senior Corporate Manager - HR
Multinational Company Senior International Executives
Senior Corporate International

Multinational Company Manager
Transnational Company Third World Manager
Multinational Company Chief Executive Officer
Global Manager and Expatriate

International Company
Manager
Global Company Global Manager
International Company Entrepreneur
International Entrepreneurial Firm Chief Executive Officer
International Company Global Manager
Not specified Global Manager
International Company International Manager
Small Medium Enterprises CEO and Managing Director
Not specified Manager

Not indicated Global Manager
Global Company Manager
Not indicated Not specified
International Consultant and

Not indicated
Managers
Transnational Company Manager
Multinational Company Business Traveller
International Company Manager
Multinational Company Manager and Alumni Graduates
Multinational Company Manager
Multinational Companies Not indicated
International Company Senior Learning Professional
Multinational Company Managing Director
Participants assuming a global

Not indicated
leadership role
Not indicated Working Adults
Not indicated Expatriate Manager
International Company Not specified
International Company Senior Manager
Global Company Not specified
Not indicated Senior Manager
Not indicated Manager
Not Indicated Global Manager
Domestic Company Senior Manager
CEOs, Vice President, Senior

Not indicated
Manager, Business owners
Upper Level Managers and Senior

Global Company
Executives
Global Consultants and Domestic

Not indicated
Consultants
Not indicated Human Resource Manager

Born Global Entrepreneur
Small Medium Enterprise Export Manager
Small Sized Firm Not specified
Global Company President
Small Sized Firm Entrepreneur
Small Sized Firm Chief Executive Officer
Not indicated Development Professionals
Multinational Companies Senior Executive
Not Indicated Not specified
Not Indicated Not specified
Emerging Market Multinational

Not specified
Enterprises
Exporting Company Not specified
Non-American Multinational
Manager
Companies
Not indicated Used students as a sample!!
Multinational Company Senior Executive
CEOs, Vice President, Business

Multinational Company
owners
Chief Executive Officer, Owners,

Small Medium Enterprises
Managers
Not indicated Not sepcified
Not indicated Not sepcified
Global Company Senior Manager
Global Company Human Resource Director
Small Sized Firm Not specified

industry context specific tasks Research
strategy
Not specified Not applicable Theoretical
Brewing, car manufacturing, retail

Not specified Empirical
banking, book publishing
Manufacturing Human Resurce Management Empirical

Electrical Engineering, Banking,
Aerospace, Airlines, Cable
Machinery, Chemicals, Not applicable Empirical
Insurance, Bearing and Tools,
Transport Asset Management
Not specified Not applicable Empirical
Energy systems, telecoms, testing

and measuring equipment, biotech, Not specified Empirical
computer peripherals, hardware
Not specified Not specified Empirical
Not specified Not specified Theoretical
Textile and apparel Not specified Empirical
Not specified Human Resurce Information Systems Empirical
Information and Communication

Technology

Responsible for business units or

employees
Chemicals Not specified Empirical
Pharmaceutical, automotive, supply

chain management, electronics, Not specified Empirical
education
Not specified Not specfied Theoretical
Not specfied Not specified Theoretical
Consumer Products and

Change Management Empirical
Pharmaceutical

Manufacturing, transportation, Managing a professional pool of

Empirical
logistics and services managerial employees
Diversified firms/Chemicals Not specified Empirical
Services Not specified Empirical
Private, Public and International

agencies
Manufacturing and services Not specified Empirical
Not specified Not specified Both
Manufacturing and services Not specified Empirical
Consulting Services Not specified Empirical
Not specified Human Resource Management Empirical

Technology Not specified Theoretical
Export Not specified Empirical
Education Not specified Theoretical

Pharmaceutical, satellite tv, medical
devices, consumer products, women
´s health and beauty, financial Not specified Empirical
services
Exports and Imports Not specified Empirical
Consulting Service Not specified Empirical
Services Not specified Empirical
Not specfied Not specified Theoretical

Pharmaceutical, satellite services,
medical devices, consumer products,
International assignments Empirical
women´s health and beauty, financial
services
Not specified Not sepcified Empirical
Not sepcified Not specified Empirical
Private, Public sector and

Line function Empirical
International agencies
Not specified International assignments Empirical
Not specified Partcipation in global markets Empirical
Banking Global responsibilty Both

Not sepcified Not specified Empirical
Travel and engineering Not specified Empirical
Not specified International business Empirical
Not sepcified Not specified Both
Airlines, banking, finance, consumer

goods, automobiles, ICT, banking, Global management Empirical
chemicals, shipping, mining
Manufacturing or services Not specified Empirical
Furniture manufacturing Internationalization decisions Empirical
Not applicable Not applicable Theoretical
R&D, IT , Purchasing, Marketing,

Automotive, shipbuilding, chemical Empirical
Customer service, Taskforce
Not sepcified Human Resource Management Both
Not applicable Not applicable Theoretical

Research Instrument Data Analysis
Method collection
Exploratory Not applicable Not applicable Not applicable
Exploratory Survey Interviews Cognitive mapping
Explanatory Survey Questionnaire Not specified
Cognitive;
Exploratory Survey Interviews Emotional and
Complexity
Explanatory Not applicable Not applicable Not applicable
Explanatory Not applicable Not applicable Literature review
Conceptualizing
Explanatory Not applicable Not applicable of a global
mindset.
Exploratory Case Studies Interviews Not specified
Explanatory Survey Questionnaire EFA
Exploratory Survey Dataset Not specified
Explanatory Not applicable Not applicable Not specified
Explanatory Not applicable Not applicable Not specified

ANOVA, LSD,
regression
Explanatory Survey Questionnaire analysis, and
univariate
analysis.
Exploratory Survey Questionnaire Factor analysis
Exploratory Survey Questionnaire Not specified
Explanatory Not applicable Not applicable Theoretical model

Explanatory Not applicable Literature review Literature review
Exploratory Survey Interviews extensive analysis.
Review and
Explanatory Not applicable Not applicable discussion in
literature
Exploratory Survey Questionnaire Not specified
Explanatory Not applicable Not applicable Analysis
Mixed Method
Questionnaire and Grounded theory
Both and Grounded Interviews
Theory
Explanatory Survey Questionnaire SEM
Questionnaire and selective coding

Exploratory Survey
Interviews
Exploratory Survey Online/URL Micro analysis
Literature review
Explanatory Not applicable Not applicable and Theoretical
framework.
Mixed Method Questionnaire and

Both Grounded inquiry
and Case Studies Interviews
Explanatory Survey Questionnaire RA and ANOVA

Situational
Judgment Test
Explanatory Survey Questionnaire (SJT), frame
analysis and
ANOVA.
Structural
Explanatory Survey Questionnaire
equation modeling
Explanatory Survey Questionnaire Likert scale scoring
Factor analysis
Questionnaire and
Both Mixed Method and regression
Interviews
analysis.

Multi-Level
Analysis and
Explanatory Survey Questionnaire Hierarchical Linear
Modelling.
Exploratory Survey Interviews Not specified

Interpretative
Phenomenological
Analysis,
Both Mixed Method Questionnaire and
Interviews confirmatory
factor analysis,
regression
Interpretative
Explanatory Survey Interviews analysis, MANOVA
Phenomenological
Analysis
Explanatory Survey Questionnaire Factor analysis
COMPUSTAT
Exploratory Not applicable t-Test
Database
Data software
Exploratory Survey Interviews
program NVivo 8
Questionnaire and
Both Mixed Method EFA, CFA
Interviews
ANOVA, linear
regression and
Both Mixed Method Survey
multiple
regression.
Regression
Explanatory Survey Observation
analysis
Survey /Case
Exploratory Interviews Cognitive mapping
studies
Questionnaire
Both Mixed Method Not specified
Interviews
Questionnaire t-Test and PLS

Exploratory Survey
Interviews method
Explanatory Not applicable Literature review Literatue review
Explanatory Not applicable 0 0
Puposive, criterion
Exploratory Not applicable Interview based sampling
Structural
Explanatory Survey Questionnaire Equation
Modelling
Inductive
Exploratory Inteview Personal Interview qualitative
methodology
Questionnaire,
Both Mixed Method Interviews and Not specified
focus group
Explanatory Not applicable Confirmatory

Literature review Literature review
analysis method
based on
Moustaka´s (1994) Not structural
Exploratory Survey specified
Interview method equation modeling
(SEM), using the
AMOS software to
Explanatory Survey Questionnaire
estimate the
measurement
model and
Explanatory Survey Interviews SEMmodel
structural
pathConstant
coefficients
of the
comperative
Explanatory Survey Interviews relationships.
and content
analysis
Longitudinal panel
Exploratory Survey Questionnaire
analysis
Survey/Case Study
Exploratory Interviews Not specified
Enquiry
Factor analysis
Exploratory Survey Questionnaire and Cronbach´s
alpha/ANOVA
Path analysis
modelling/Confirm
atory Factor
analysis

Explanatory Survey Questionnaire Not specified
Cognitive task
Exploratory Survey Interviews
analysis
Cronbach
Alpha/SPSS
SurveyMonkey
software
Exploratory Survey Interviews Software
Descriptive
Exploratory Survey Questionnaire statistics and
Factor analysis
Factor analysis,
Linear regression
Questionnaire/
Exploratory Not applicable Survey
Factor analysis
Literature
review/semi
Exploratory Survey Explorative
structured
interviews
Literature review
Exploratory Not applicable and Exploratory Not specified
Factor Analysis
Cognitive
Managing: Complexity (65), Adaptability, Teams, uncertainty, learning
complexity and variety leads to cognitive learning, assimilation and accomodation,
different knowledge and information acquisition
cognitive complexity
Balancing paradoxes
shifting cognitive gears
not mentioned: its is just a clas-sification of 4 different mindsets
well-rounded understanding of international business; ability to resolve complex and potentially contradictory issues emb
enviroment
change a dysfunctional mindset into a global one
not specifically mentioned
not mentioned
global perspective and local responsiveness; able to visualize what may be; surety of values and capability
Cognitive Complexity: (1) business acumen, the knowledge of industry, business, profession, products, and services; and (2
management, the ability to understand and manage the complexities of ongoing dilemmas that cannot be solved in a glob
Contextualization & Conzeptualization (one's way of thinking and his ability to comprehend onself); educate themselves
global mindset is an acquired rather than an inherited trait , self-education, , question thze own socially constrcuted assum
interpretations, and global business knowledge
capacity, understanding, knowledge, learning experience
appreciation of the existence of socio-political differences; knowledge of country economics & political frameworks; know
professional and managerial skills
Combining differetiation and intergration; in-depth field-based knowledge
experience and knowledge acquisition
learning and education is important, learning new things, skills and knowledge,
not specifically mentioned; Main Idea: Global Leaders
GM Development is not discussed
Capability to appreciate and balance global and local perspectives
not focusing on individual level with development / just org level
Ability to see cultural, social, and processual organizational patterns
Being a "Traveler": "Compare and contrast new data with the old information stored iside their heads"; Managing "Duality
pressures and opportunities
contextual sensitivity, deep listening, personal learning orientation, self reflection
attitudes towards globalization
Having a "Dualistic Perspective"; Cognitive Complexity (GENETIC); awareness of diversity across businesses, countries, cult
ability to sythesize across this diversity; "Global Intellectual Capital"; capability to expose themselves to challenge and then
Reflection and reframing
cognitive complexity and cultural intelligence leads to high GM,
conceptual paper
Cognitive Understanding
Understand political and socioeconoic conditions, history and interrelations; cognitive compelexity; expert intutition, comm
agility
develop skills that will allow them to learn (intercultural learning processes)
mix of intellectual, psychological,and social capitals that may enhance their ability to influence others in situations of cross
awareness of
recognizing and understanding the cues around them
knowledge transfer and sharing processes; knowledge skills
global competencies in the current business

context
there is a dynamic interplay between individual differences (i.e., extroversion) and high contact cross-cultural leadership d
experiences for improving effectiveness with global leadership activities.
global learning
orientation, knowledge behaviour and learning cycles
not mentioned
Strategist, Innovator; Embrace complexity and paradox; manage dynamic complexity
knowledge related to cross-cultural issues, the global environment and self-knowledge
not mentioned explicitly (future research)
Intellectual Intelligence: classifying diverse information into categories of meaning; Four-item construct: differentiation, in
uncertainty, pattern recognition, and thinking globally. Correlation with number languages spoken ; handle ambiquity
individual maintains an awareness of and appreciation for the diversity he or she faces in all his or her business activities a
works to integrate each new stimulus into existing mental schemas
a self-authored identity, and cultural adaptation worldview,
develop depth in their mindsets and breadth

in mindsets.
not mentioned
GM only mentioned, not described
not mentioned conceptual paper
global mindset is not an inherited gene. It is acquired by taking advantage of the manifold leisure, academic, and business
develop a global mindset.
not mentioned
Attributes include the intellectual capacity to

deal with the complexity of the global world; career.
not mentioned
not mentioned
The cognitive dimension of the GM helps export managers to identify,

learn about and valorize international market opportunities.
social mindsets, educators can:

Identify roles and relationships in a particular setting,
Work-related capabilitis, political capital, political skill; transformation-based competencies; social capital; negotiation and
conceptual paper -a review
orga focus
Cognitive Complexity; Technical Experience; strong commercial expertise; language skills
capacity to learn and

grow and instill an ethos of learning within all employees
Cognitive complexity and flexibility; ability to function in ambiguous and complex environents; speak languages other then
Only mentioned, not described
We conclude that the factors of cognition, knowledge, and behavior that characterize the individual and the factors associ
collective attitude of the companies explain global mindset differently depending on cultural context.
HRD practitioners in their quest to create learning cultures based on self-reflection and reflection with others and thus, sp
cross-cultural experiences can lead to cognitive development
not mentioned at all

the complexity of their job role may be more relevant to their global mindset than just living abroad. participants identifie
as a significant management development initiative with potential to nurture
the identified skill sets (Phatak, 1992). Specifically, they explained the role of crosscultural simulations and cultural sensitiv
components of experiential
learning. Overseas postings as well as long- and short-term foreign assignments were also identified as vital components o
Global business orientation

GM Development is not discussed
increase global mindset and cultural intelligence

by learning foreign languages
Individual-level characteristics (prior international experience and language skills) have no association with the global mind
While a global mindset requires a transnational or cross-border appreciation of relevant influencing factors, cultural intell
most extreme case – consist of capabilities which are deployed in only a single cultural context.
Recent research on global mindset suggests that it is a developable competency, where activities that expose individuals t
perspectives, and cultures can expand individuals’ cognitive structures and enhance their cognitive agility
The dimension “improve knowledge and skills” from competency variable has the lowest score than the others;
Connection of the mentioned dimensions in terms of culture
"Information processing", "knowledge structure,” “cognitive structure,” “ability to develop and interpret,” “attention,” “se
“conceptualization and contextualization abilities.”; biased interpretation of current experiences and cognitive filters; awa
and role of vsion and values
Only orga
Affective/Emotional
flow with change as opportunity; continuously seek to be open to themselves and others by rethinking boundaries, finding
changing their directions and behavior.
concerns of work life balance, handling conflicts, emotional energy, psychological maturity
Trusting process over structure;
see global competition as an opportunity; ability to cope with stress
flexible and adaptable; open to change
(1) self—awareness, (2) self-regulation, (3) empathy, and (4) social skills
willingness to work abroad
integrity, motivation,
risk tolerance (concern or perception of foreign risk); personal and social skills; spouse and family qualities
Willingness to fundamental human transformation
humility; entrepreneurial enthusiasm.
Cosmopolitanism; "Global psychological Capital" (--> Traits): Self-efficacy, resiliency as a critical component; Openness and
psychological capital, perpetual

self-regulation and reflection is important,
Openness & Attentiveness as aspects of GM
Self-awareness; open-minded and non-judgmental; deep curiosity about other people; Tolerance for ambiguity; being able
proactively build relationships
The negotiation of identities relies on strong self-awareness and empathy, so the emotional experience is managed and th
can proceed.
to develop intervention strategies on cultural self-awareness, cognitive complexity,

cognitive cultural intelligence.
personality
offer high contact cross-cultural leadership development experiences to those identified. High contact cross-cultural leade
experiences may only be effective when individuals are predisposed to be effective in the first place.
Decision Maker; capable of holding the tension and ambiquity of opposing points of view; respond with agility
Orientation and its components equated with traits. Openness, collaboration, awareness, mindfulness, appreciation, flexib
cosmopolitanism
curiosity; flexibility; have an open-mind and show willingness to accept differences with an ability to adjust and learn new
Psychological Capital individual who has hope, efficacy, resiliency, and optimism will take advantage of developmental acti
successful in their development journey.
emotional openness to find excitement and

challenge rather than fear and defensiveness in engaging other cultures and people; and the
personal stability to survive the rigors of a global
proactive posture
curiosity or desire to learn
Valuation/Appreciation of International Experience
self-motivated individuals
appreciating differences
individuals are at various levels of awareness, knowledge and skills along the global mindset continuum.
There is no unique global manager; they need a mindset that matches their company’s organizational configuration and co
doing business overseas.
The attribute of “mindfulness,”as described in the Oriental philosophies and studied in psychology literature, enhances the
engage with diverse and conflicting viewpoints, to understand and accept the diverse viewpoints, and to visualize and crea
and exploration of their own deeply held beliefs.
conscious, self-aware, self-transcendent; honesty; self-awareness for moral transformation through self-transcendence; B
love"; moal sensivity; spriritual percetion; Number of languages spoken; intellectual capital
behavioral
Drive for the bigger, broader picture; accept life as a balance of contradictory forces that must be appreciated; Global min
make more career changes, different positions, industries, company sizes
Drive for the bigger, broader picture; managing change; seeking lifelong learning.
shifting behavioral habits , change core values, attitudes and beliefs
have been expatriates/ willigness to relocate; works with and learn from people from many cultures
international network exchanges and learning experiences
synergistic learning; leaner-managed learning, problem-solving approach; international education change; living or travel a
ability to act in a context; experience of dealing with implementing their ideas and skills in different contexts; briefings by g
see-feel" trips; responsibility for a country operation prior to moving; get exposure in int. envirinments
Boundary spanning activities (internal & external); certain leve of international experience
interpersonal behaviour
motivation is a building block
cross-border mobility: demand-driven and learning-driven international assignments
expert coaching
Inquisitiveness: "He lives to learn", seek out new experiences, inquisitive about local conditions; Embrace ambiguity and b
strong social interrelationships
making interactions among employees
establishing trusting relationships; working in global teams; global meetings; accept challenging asssigments; TURNAROUN
between local global local assignments; experiences in unfamiliar contexta
International assignments
how to succeed in each interaction by uncovering cultural assumptions and learning how to deal with them
interventions should not be continually explore and reflect on the impact of culture on their understanding of the world (
awareness) as well as to more directly reflect on aspects of their own cognitive complexity.
Communicator, Relationship Builder, Mentor or Coach; engage th wisdom of crowds
way of being. Its characterization includes elements of openness, collaboration, awareness, mindfulness, appreciation, flex
cosmopolitanism. Orientation in this context is a perspective that can be learned and developed.
Worked/Conducted business in various countries; work in complex and uncertain environments; raised by/live in a bilingu
attribute may be the capacity and willingness to learn from

experience.
Working & personal experience; interpersonal network; interact with others who possess complementary competencies
global-leadership experience; first-hand cross-cultural experience;
International (Business) Experience; contacts and travel abroad
possess or develop the assessed individual level skill-sets that contribute towards their global mindset orientations.
Living in "Domestic Multiculturism" & regionalism;
Discovering is about learning and creating. It encompasses a set of transformation processes that lead to new ways of seei
lead in turn to the creation of new knowledge, actions, and things.
the extent and nature of interaction an applicant has had with host culture nationals, either directly (e.g. hosting or visiting
culture) or indirectly (e.g.knowledge of local communication norms)
language skills were found to be the most important

personal characteristic that is related to global
mindset.Considering that this is a skill that leaders
can develop by taking language instruction, this
becomes an evidence-based practical guideline for
effective IHRM.
are proactive, committed, and exhibit an international/global vision.

give professionals tasks, activities, or assignments that expose future global leaders to the need to manage risk much ea
can assist with developing this mindset.
and participating in foreign_x000D_

exchange programs.
"Immersing onself in the foreign culture while traveling abroad for pleasure"; " The professional factor consisted of the am
with international working assignments and working domestically with foreigners"
bringing in professional speakers, offering international assignments in an individual’s job duties requiring personal reflecti
motivation to interact
International degress, exerience abroad; complex leaderhip roles; operating (through self-transcendence) to love and serv
International experience
cultural
value diversity and multicultural teamwork and team play
Reframing boundaries of cultural assumptions, values and beliefs
cultural preferred models of learning; Valuing differences
ability to work cross-cultural; ability to work in cross-cultural teams; interacts with foreign colleagues as equals
knowing and using knowledge of cultural differences
cross-cultural interaction; culturally diverse learning environments; "ethnocapability"; understanding of own world views
1. Cross-Cultural Understanding, 2. Cultural Adjustment, 3. Cross-Cultural Effectiveness, 3. Cultural Self-Awareness
cross-cuultural infromational/training sessions; developing of cross-.cultural skills
development of cross-cultural skills
manage the acculturation process
kmowledge and information about different cultures and contexts; abilities to work in multicultural environments; global i
the host country organisational culture; cross-cultural skills
Viewing diversity as an advantage, deeper level of cultural intelligence
development of cross cultural competencies (to a specific extent, depending on the role)
intercultural adaptability
accomodate cultural norms
open and sensitive to other cultures; passion for cross-cultural encounters; conncet and work with people from other cultu
cultural communities
cultural intelligence
In-depth cultural knowledge
Understand cultural conditions
develop intercultural interaction such
understanding of cultural contexts.
learn more culturally appropriate behaviors

Global Citizen; build global cross-cultural competence
Cultural Intelligence: natural interest in and a curiosity of cultures; Categories of CG: openness to learning, emotional
sensitivity, behavioral flexibility, and cross-cultural understanding
have cultural intelligence to transmute the experiences encountered, as well as the ambiguities and uncertainties faced, in
high cross-cultural
sensitivity is_x000D_
relevant everywhere due to an increasingly diverse workforce and expectations for valuing_x000D_
employees with a global mindset.
appreciating cultural and market differences, appreciating differences between people, and realizing that the differences
stronger team if you can capitalize on the differences.
value of assembling, motivating, and retaining a multicultural management team
value of cultural sensivity
Contact with other cultures
Cultural differences were not as significant as one might expect.
Living in "Domestic Multiculturism"; Grewing up in a "cultural mosaic"
cross-cultural experiences can lead to cognitive development
formulation of learning and development goals not only about the current and desired mindsets but also in terms of a spe
business environment, organization, cultural perspectives, or time zones. It would also be possible to initiate development
dimensions which would be an advantage as the sub-dimensions reflect the prevailing beliefs and attitudes of each type o
By doing so, an individual is able to emphasize the right aspects of the right mindset in adapting to the corporate and busin
consequently, being more effective than those who do not. _x000D_
_x000D_
Understanding of other cultures

"self-studying about foreign cultures"
Cultural Identity and cultural adaptibility; "ability to recognize significant culturally socialized worldviews"; "positive attitud
diversity, based on knowledge of other cultures and cultural interaction"

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% 60.

NUMBER STUDY YEAR TRAIT

2 Calori et al. 1994

4 Willis and Barham 1994 X

8 Pucik and Saba 1998 X

9 Kedia & Mukherji 1999 X

11 Harveston et al. 2000 X

12 Peyrefitte et al. 2002 X

15 Arora et al. 2004 X

17 Nummela et al. 2004 X

21 Dekker et al. 2005

23 Caligiuri and Tarique 2006 X

26 Osland et al. 2006 X

31 Clapp-Smith/ Hughes 2007 X

32 Beechler and Javidan 2007

33 Clapp-Smith et al. 2007 X

34 Levy et al. 2007 X

35 Levy et al. /Part B 2007 X

38 Bowen & Inkpen 2009 X

41 Furuya et al. 2009

42 Caligiuri and Tarique 2009 X

43 Ananthram et al. 2010

44 Khilji et al. 2010

46 Rogers and Blonski 2010

47 Cseh et al. 2010 X

48 Story and Barbuto 2011 X

49 Konyu-Fogel and Cole 2011 X

50 Lovvorn and Chen 2011 X

51 Paul et al. 2011 X

53 Nadkarni et al. 2011

56 Javidan and Teagarden 2011 X

60 Javidan and Walker 2012 X

62 Miocevic and K... 2012

64 Harvey et al. 2012 X

65 Osland et al. 2012 X

66 Terrel and Rosenbusch 2012 X

67 Felicio et al. 2012 X

69 Ananthram et al. 2012

70 Kwantes and Chung-Yan X

71 Terrel and Rosenbusch 2013 X

72 Felicio et al. 2013

74 Cseh et al. 2013 X

75 Fee et al. 2013

81 Gaffeney et al. 2014 X

85 Romano et al. 2014

86 Ananthram and Nankervis 2014 X

88 Matthes and Barbuto 2015 X

91 Andresen and Bergdolt 2016

92 Vogelsang et al. 2016 X

93 Tran et al. 2016

95 Egel and Fray 2017 X

COGNITIVE KSAs PREDISPOSITION

Multinational Company Global Manager

Multinational Company Chief Executive Officer

Multinational Company Senior Corporate Manager - HR

Multinational Company Senior International Executives

Senior Corporate International

Transnational Company Third World Manager

Multinational Company Chief Executive Officer

Global Manager and Expatriate

Global Company Global Manager

International Company Entrepreneur

International Entrepreneurial Firm Chief Executive Officer