Constituents of global mindset intensity: empirical evidence from a study of Japanese managers
During the Meiji Era and again in the aftermath of the Pacific War, Japan rapidly established itself on the world stage as a major participant in global business from very adverse and inauspicious beginnings. In the case of the Meiji Era expansion, the dramatic advances have commonly been interprete...
| Main Authors: | , , |
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| Format: | Conference Paper |
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Society for Global Business & Economic Development (SGBED)
2011
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| Online Access: | http://hdl.handle.net/20.500.11937/49362 |
| _version_ | 1848758224960880640 |
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| author | Ananthram, Subra Grainger, Richard Tominaga, H. |
| author_facet | Ananthram, Subra Grainger, Richard Tominaga, H. |
| author_sort | Ananthram, Subra |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | During the Meiji Era and again in the aftermath of the Pacific War, Japan rapidly established itself on the world stage as a major participant in global business from very adverse and inauspicious beginnings. In the case of the Meiji Era expansion, the dramatic advances have commonly been interpreted as resulting from the herculean efforts of ex-samurai leaders acting as agents of the administration, and in the post war reconstruction period, a larger societal sub-group, Japanese ‘salary men’. With this background in mind, and coming after a period of some two decades of economic decline, the current empirical research study was undertaken for the purpose of establishing an appropriate mindset ‘profile’ for the contemporary global business era. After establishing the constructs by which ‘global mindset intensity’ could be assessed, a questionnaire survey was undertaken with Japanese international managers in western Japan. Based on their findings, the researchers have tentatively suggested that the ideal corporate role model of Japan’s post war reconstruction and growth period, the ‘salary man’, was now effectively redundant, and that the currently accepted ideal profile was more worldly and individualistic, with expertise and ‘global mindset intensity’ drawn from personalized international business experience, reminiscent of established Western business ideals. |
| first_indexed | 2025-11-14T09:40:36Z |
| format | Conference Paper |
| id | curtin-20.500.11937-49362 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T09:40:36Z |
| publishDate | 2011 |
| publisher | Society for Global Business & Economic Development (SGBED) |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-493622023-02-02T07:56:20Z Constituents of global mindset intensity: empirical evidence from a study of Japanese managers Ananthram, Subra Grainger, Richard Tominaga, H. During the Meiji Era and again in the aftermath of the Pacific War, Japan rapidly established itself on the world stage as a major participant in global business from very adverse and inauspicious beginnings. In the case of the Meiji Era expansion, the dramatic advances have commonly been interpreted as resulting from the herculean efforts of ex-samurai leaders acting as agents of the administration, and in the post war reconstruction period, a larger societal sub-group, Japanese ‘salary men’. With this background in mind, and coming after a period of some two decades of economic decline, the current empirical research study was undertaken for the purpose of establishing an appropriate mindset ‘profile’ for the contemporary global business era. After establishing the constructs by which ‘global mindset intensity’ could be assessed, a questionnaire survey was undertaken with Japanese international managers in western Japan. Based on their findings, the researchers have tentatively suggested that the ideal corporate role model of Japan’s post war reconstruction and growth period, the ‘salary man’, was now effectively redundant, and that the currently accepted ideal profile was more worldly and individualistic, with expertise and ‘global mindset intensity’ drawn from personalized international business experience, reminiscent of established Western business ideals. 2011 Conference Paper http://hdl.handle.net/20.500.11937/49362 Society for Global Business & Economic Development (SGBED) restricted |
| spellingShingle | Ananthram, Subra Grainger, Richard Tominaga, H. Constituents of global mindset intensity: empirical evidence from a study of Japanese managers |
| title | Constituents of global mindset intensity: empirical evidence from a study of Japanese managers |
| title_full | Constituents of global mindset intensity: empirical evidence from a study of Japanese managers |
| title_fullStr | Constituents of global mindset intensity: empirical evidence from a study of Japanese managers |
| title_full_unstemmed | Constituents of global mindset intensity: empirical evidence from a study of Japanese managers |
| title_short | Constituents of global mindset intensity: empirical evidence from a study of Japanese managers |
| title_sort | constituents of global mindset intensity: empirical evidence from a study of japanese managers |
| url | http://hdl.handle.net/20.500.11937/49362 |