Effects of Global Mindset On Performance: Empirical Evidence from Foreign Financial Institutions in Ghana

International Journal of Economics and Management Studies
© 2019 by SSRG - IJEMS Journal
Volume 6 Issue 7
Year of Publication : 2019
Authors : Edward Yeboah, Raymond Kofi Appau
How to Cite?

Edward Yeboah, Raymond Kofi Appau, "Effects of Global Mindset On Performance: Empirical Evidence from Foreign Financial Institutions in Ghana," SSRG International Journal of Economics and Management Studies, vol. 6,  no. 7, pp. 116-120, 2019. Crossref, https://doi.org/10.14445/23939125/IJEMS-V6I7P118


With the adoption of explanatory research design, survey method, multiple regression analysis and correlation analysis, the researchers attempt to establish the relationship between global mindset factors and performance of foreign financial institutions in Ghana. The dependent variable was performance and the independent variables of global mindset factors includedCross Cultural Sensitivity (CCS), Strategic Perspectives (SP) and Multidimensional Perspective (MP).The results indicate strong connection between global mindset and performance with R-value of .851. With the R-square of .725, it was established that 72.5% variance in performance can be explained by global mindset. The study showed a positive and significant relationship between CCS and performance with a correlation coefficient of .978; an inverse insignificant relationship between SP and performance; and positively but insignificantly relationship between MP and performance. CCS makes the greatest contribution in predicting performance of multinational financial institutions in Ghana.Innovative cross-sensitive strategiesshould therefore be the top priority of multinational financial institutions and that supervisors must intensify support for subordinates. Extrinsic motivation must also be given to deserving employees who excel in their line of duty in a fair and equitable manner.


Global Mindset; Global Mindset Factors; Innovative Cross-Sensitive strategies.


[1] Collings, D. G., Scullion, H. and Morley, M. J.(2007). Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives. Journal of World Business, 42:2, 198-213.
[2] Govindarajan, V., and Gupta, A. K. (2001). The quest for global dominance: Transforming global presence into global competitive advantage. San Francisco: Jossey-Bass.
[3] Gupta, A. K., and Govindarajan, V. (2002). Cultivating a global mindset. The Academy of Management Executive, 16(1), 116–126.
[4] Kedia, B. L., and Mukherji, A. (1999). Global managers: Developing a mindset for global competitiveness. Journal of World Business, 34(3), 230–251.
[5] Levy, O., 2001. The Influence of top management team global mindset on global strategic posture of firms. Paper presented at the Annual Meeting of the Academy of Management, Washington, DC.
[6] Levy, O., Beechler, S., Taylor, S. and Boyacigiller, N. A. (2007). What we talk about when we talk about 'global mindset': Managerial cognition in multinational corporations. Journal of International Business Studies, 38:2, 231-258.
[7] Nummela, N., Saarenketo, S., and Puumalainen, K. (2004). A global mindset – A prerequisite for successful internationalization? Canadian Journal of Administrative Sciences, 21(1), 51–64. [8] Saunders, M., Lewis, P. and Thornhill, A. (2009) Research Methods for Business Students. Pearson, New York.
[9] Shapiro, J. M., Ozanne, J. L. and Saatcioglu, B. (2008). An interpretive examination of the development of cultural sensitivity in international business. Journal of International Business Studies, 39:1, 71-87.