Management International Review

, Volume 58, Issue 3, pp 413–447 | Cite as

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

  • Fuming Jiang
  • Subramaniam Ananthram
  • Jizhong Li
Research Article


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.


Entry mode Global mindset Cognitive decision-making style Managerial experience Chinese multinational enterprises 



We are grateful for insightful comments and suggestions received from the Editor-in-Chief Professor Michael-Jörg Oesterle and the two anonymous reviewers of Management International Review.


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Copyright information

© Springer-Verlag GmbH Germany, part of Springer Nature 2018

Authors and Affiliations

  • Fuming Jiang
    • 1
  • Subramaniam Ananthram
    • 1
  • Jizhong Li
    • 1
  1. 1.School of Management, Faculty of Business and LawCurtin UniversityBentleyAustralia

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