ABSTRACT
This chapter compares the potential of the three types of top decision makers managing smaller manufacturing enterprises (SMEs) to form global mindsets, and to assess the motivations, or reasons, why decision makers develop global mindsets related to the needs of their unique SMEs. The key question is relationship between different types of SMEs' managers and their individual propensity to develop a global mindset. This chapter introduces the question of whether or not SMEs' managers make a conscious decision to form their own singular global mindset. SMEs tend to offer products or services that are innovative, sometimes lack specific technical applications, and are occasionally without market demand. All of these tendencies are initially driven by individuals who exhibit a variety of managerial, technological, and social characteristics that are frequently described as entrepreneurship. Entrepreneurial propensities also exist among more matured SMEs managed by experienced decision makers that are able to formulate more dynamic marketing strategies and operations, but are generally less emphasized.
