The literature on global mindset indicates a growing array of different approaches to its definition and conceptualization. The components making up global mindset are often unclear and vary significantly between studies. Concomitantly, global mindset shows major overlap with the cultural intelligence construct. This leads to an unfortunate lack of comparability of research results and to potential confusion for readers. In this article, the authors systematically review and synthesize the existing definitions and conceptualizations of global mindset and cultural intelligence. These definitions and conceptualizations are grouped according to four dimensions of cross-cultural competencies: personal attributes, cognitive knowledge and skills, motivation, and resources for adapting behavior. Based on this analysis, we provide definitions and a demarcation of the constructs global mindset and cultural intelligence using the three levels of business management (normative, strategic, and operative). Whereas cultural intelligence is a sufficient cross-cultural competency for employees working in operative management, a global mindset becomes highly relevant at the strategic and normative management levels. We derive implications for management practice as well as for future research.
Research on expatriates indicates that substantial differences exist within internationally
active employees. Several typologies of expatriates have been suggested to account for this
diverseness. However, empirical evidence on the accuracy of these classification schemes is
scarce. Based on these research efforts, we introduce a data-based taxonomy of internationally
mobile managers. By means of sequence analysis we derive four career patterns from the
curriculi vitae of 202 German managers. These patterns are built on the dimensions mobility
and duration of the stays abroad. We further show that these patterns differ with regard to
various individual and organizational variables. Based on these findings, we argue that
expatriation career management practices and responsibilities need to be differentiated.