Global mind-sets and cognitive shift in a complex multinational corporation

Thomas P. Murtha, Stefanie Ann Lenway, Richard P. Bagozzi

Research output: Contribution to journalArticlepeer-review

211 Scopus citations


This article investigates attitudes that underlie international strategy processes. We propose survey scales of these attitudes and describe tests that support their reliability and validity as measures of constructs - including integration, responsiveness, and coordination - that researchers have used for many years in case analyses of international strategy and organization. We also propose and validate scales to capture the perceived alignment with firms' international objectives of key business policies that affect individuals, including accountability for global results, career opportunity and a globally shared meaning system that informs communication and discussion about change. Our discussion of these tests offers an assessment of how changing patterns of association among the measures over time conform to expectations generated by the case-based empirical literature. We argue that these patterns document a process of organizational learning that can link managers' mind-sets with senior managers' intentions in the course of proactive international strategic change. The analysis relies on survey responses taken in 1992 and 1995 from 370 managers in 13 country affiliates and the head office of a U.S.-based diversified multinational corporation (DMNC).

Original languageEnglish (US)
Pages (from-to)97-114
Number of pages18
JournalStrategic Management Journal
Issue number2
StatePublished - Feb 1998


  • Cognition and global strategy
  • Global strategic change
  • Global thinking
  • Globalization
  • Multinational strategy


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