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    Global Mindset and Entry Mode Decisions: The Moderating Roles of Managers’ Decision-Making Style and Managerial Experience

    Access Status
    Fulltext not available
    Authors
    Jiang, Fuming
    Ananthram, Subra
    Li, Forest
    Date
    2018
    Type
    Journal Article
    
    Metadata
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    Citation
    Jiang, F. and Ananthram, S. and Li, F. 2018. Global Mindset and Entry Mode Decisions: The Moderating Roles of Managers’ Decision-Making Style and Managerial Experience. Management International Review (Germany). 58 (3): pp. 413-447.
    Source Title
    Management International Review (Germany)
    DOI
    10.1007/s11575-018-0348-0
    ISSN
    0025-181X
    School
    School of Management
    URI
    http://hdl.handle.net/20.500.11937/68991
    Collection
    • Curtin Research Publications
    Abstract

    From the managerial cognition perspective, we develop a contingency framework that empirically examines the effect of senior managers’ global mindset on their decisions regarding the choice of entry mode for foreign subsidiaries and how their cognitive decision-making style and managerial experience interact with their global mindset and thereby affect their decisions. Data were collected from both headquarters and subsidiary senior managers of 345 Chinese multinational enterprises. The results show that senior managers who exhibit a stronger global mindset tend to choose a lower-level ownership entry mode for their foreign subsidiaries. This tendency is stronger when senior managers possess a ‘thinking’ decision-making style as opposed to a ‘feeling’ decision-making style but weaker when senior managers have more experience in their managerial positions.

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