ABSTRACT
The concept of a global mindset has been defined and described in a variety of ways. This chapter seeks to explore the manner in which global orientations and mindsets are developed in a Danish multinational corporation (MNC), identified in this chapter as 'company A' for the purposes of confidentiality. It aims to improve insights into the evolution of mindsets in international organizations in general and to understand how such mindsets guide employees in their endeavor to comprehend peoples, cultures, and local business situations. The chapter provides an overview of the theoretical considerations that have informed our investigation. It discusses the data collection process, the empirical results, and implications for strategy and future research. The art of balancing intraorganizational tensions has been described in terms of such dichotomies as global formalization versus local flexibility, global standardization versus local customization, global dictate versus local delegation, and differentiation versus integration.
