MMM311: Global Mindset and Citizenship - Qantas Airlines Case Study

This report examines the global mindset of Qantas Airlines, focusing on its intellectual, social, and psychological dimensions. It explores how these dimensions contribute to the development of a global mindset within the organization. The report analyzes the impact of globalization on the company, the industry, and society, highlighting the importance of transparency and cultural acumen. It further discusses the global mindset framework, including individual, firm, and societal outcomes. The report emphasizes the relevance of global citizenship and provides insights into how Qantas can leverage its global mindset for strategic planning, cross-border communication, and customer relationship management. The report also includes the dimensions of global mindset, which are intellectual, social, and psychological, and how these three dimensions can be combined to develop the global mindset. The report concludes by highlighting the importance of considering diverse perspectives and adapting to change in the global business environment.

Running head: MANAGEMENT
Global mindset and citizenship: A case study of Qantas Airlines, Australia
Name of the student:
Name of the university:
Author note:

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Executive summary
Global mind-set reflects the preparation towards influencing the mentality of others. The
purpose here is to ensure that the other person is not of the same mentality. In this, two
approaches can be mentioned, ‘find’ and ‘grow’. These approaches is assistance towards
preparing corporate leaders for moulding them according to the organizational requirements.
This assignment takes the example of Qantas Airlines, for shedding light on the management
practices regarding the development of global mind-set. Segmented evaluation of the impacts
on individual, firm and society is beneficial in terms of detecting the need for additional
resources to globalize the operations. Strategic planning in this case is fruitful for exposing
tactful approach towards enhancing the profitability.

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Introduction
Global mind set is the skills, expertise, knowledge and competencies for business
prospects applied to the culture and context of the other countries. In this, I would like to
highlight the importance of transparency, which is crucial for enhancing the diversity within
the marketing activities and transactions. I think that global mind set is necessary in terms of
causing the advent of change into the workplace. Use of the socio-cultural systems is
beneficial in terms of diversify the process of enhancing the preconceived skills, knowledge
and expertise (Levy, Beechler, Taylor and Boyacigiller, 2007). In this report, my focus would
be on developing the mind-set of the employees of Qantas towards globalizing the operations.
Within this, I would be highlighting the impact of the globalization on the company, industry
and society as a whole.
Explanation of the global mindset
Global mind set is implemented in the business through a stipulated framework,
where the typical components are global intellectual capital, global psychological capital and
global social capital. Paul (2000) opines that within the intellectual capital, the subdivisions
are knowledge of the global industry, knowledge of the global organization, knowledge of the
global value network, cognitive complexity and cultural acumen. In case of the psychological
capital, I can make mention of the components of self-efficacy, optimism, hope and
resiliency. On the other hand, in the social capital, I can cite the references of the aspects of
relational social capital, cognitive social capital and structural social capital. In this, Javidan
and Bowen (2013) states that conglomeration of the intellectual, social and psychological
aspects results in the formation of factors, which are perceived from different levels-
individual, social and organizational.

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Individual level outcomes relates to the enhancement of the understanding towards
the complex mechanisms. In this, the ability to analyse and decode the operations is
necessary for assessing the flexibility of the staffs to act according to the requirements of the
situation. Interactive sessions is helpful in terms of enhancing the adaptability skills of the
staffs. Persistent approaches are calculated for measuring the extent to which the employees
can sustain in the ambience of pressures. According to Matthes and Barbuto (2015), one of
the other criteria in this context is that of the awareness about the global issues and the
capabilities in dealing with the issues in an efficient and effective manner.
The firm level outcomes deal within the identification of the emerging opportunities.
Within this, I would particularly highlight the trade-offs between local adaptation and global
standardization, which enhances the standards and quality of the research and analysis.
Coordination between the staffs is enhanced through the means of offshore marketing. This
process is effective for sharing the best practices among the subsidiaries. I can highlight that
in this level, the failure rates are low in case of the expatriate assignments. One of the
strengths in this aspect is that the awareness towards global issues is more, therefore,
readiness towards solving the issues is also more (Tavanti and Davis 2018).
I think measurement of the impact of the globalization on the society is crucial, as
they are the once who are to be affected through the changes. Typical examples in this
context are climate change, inequality among others. Their viewpoints holds prime
importance in altering the traditional social constructs, acting as an obstacle towards bringing
change. Resilience can be developed at some point in the process of bringing change,
however, the managers need to be competent in terms of providing training to the employees
to handle the situation efficiently and effectively. Lilley, Barker and Harris (2015) argues that
global mind-set possesses essential relationship with global citizenship. Facilitation of
awareness towards the global perspectives fosters global citizenship.

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Dimensions of global mindset
Three main dimensions of global mind set are intellectual, social and psychological.
Fig: The global mind-set framework
(Source: Dekker 2016)
The components of the intellectual capital are knowledge of the global industry,
knowledge of the global organization, cultural acumen, knowledge of the global value
network and cognitive complexity. In order to improve the intellectual capital, deeper insight
is placed towards understanding the roles and responsibilities within the industry. I would
like to point out the calculation regarding influencing the economic, political and legal
systems, which is crucial for measuring the investment returns in terms of capital. The
humanly devised constraints are detected through interactive sessions. Kuada (2016) is of the
view that using the stipulated frameworks is assistance for governing the arena in which the
behaviour of the staffs venture.
Global
mindset
framework
Global
intellectual
capital
Global
psychological
capital
Global social
capital

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In case of the institutional transitions, fundamental and comprehensive changes
introduced along with the formal and informal rules are considered. This is in terms of
reflecting on the impact created on the human resources. I can highlight the success and
failures of the firms, which are considered for analysing the profitability in terms of the
industry based view. This is according to the standards of expected behavioural patterns.
Institutional framework is comprised of formal and informal components. Informal
components relates to society, culture, family, norms, tradition and language. On the
contrary, Jucker (2016) states that formal institutions deal with legal system, political system,
governance and business. Therefore, I can place the institutional framework under three
pillars, which are regulatory, normative and cognitive. Influencing the behaviours of the
group and individual is effective in terms of reducing the constraints and illegitimate conduct,
which can generate uncertainties.
In case of the social capital, I can mention about the concepts of relational social
capital, cognitive social capital and structural social capital. In case of the relational social
capital, assets are developed through interactions, which is done according to the network
chains. In this, adhering to stipulated frameworks is assistance in terms of systematizing the
operations according to the requirements. Structured social capital deals with assets, which
are based on the position, which an individual occupies within a network (Tung 2016).
Access to the network is assistance for the individual in terms of sharing the information with
others. Cognitive social capital provides shared representations through resources, which
connotes different interpretations among the concerned parties.
Culture is one of the domains, which helps in shaping the social capital. I can cite the
example of globalization, which has penetrated into the businesses. This reflects
diversification of the cultures. Culture is the conglomeration of the ideas, customs and social
behaviour of the people. I think shared systems and beliefs groups the people into class,

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which searches for a meaning of life in the meaningless existence. These values and beliefs
are transmitted from one individual to other, which enhances the cognitive learning (Walker
2018). On the other hand, I think psychological capital is crucial factor to be considered for
assessing the approach of the individuals towards executing the challenging and enduring
tasks. Optimising the activities according to the goals is fruitful in terms of gaining positive
outcomes.
Relevance of global mind-set on the firm, industry and society
Firm
In case of the firm, that is Qantas airlines, extensive knowledge of the mechanisms of
adopted by the international agencies is assistance in globalizing the operations. Application
of Maslow’s hierarchy of Needs is helpful for understanding the needs of the clients and the
customers. Conducting need analysis through behavioural tests and predictions is fruitful for
enhancing the behavioural flexibility. Interactions helps in detecting the preparedness
towards handling the ambience of pressure. As per the arguments of Tidikis and Dunbar
(2019), these interactions are an agent in terms of gaining an insight into the awareness
towards the global issues. Advanced planning seems beneficial for the Airlines Company to
identify the avenues, which they can avail for enhancing the standards and quality of the
flight services. Local trade-offs are considered for ensuring whether they can be globalized.
Cross border communications are executed through offshore marketing, which diversifies the
scope and arena of the supply chain network.
Industry
The information related to the launch of new products and technologies are shared on
the social media, which helps in increasing the trafficking of the audience towards the
industry. Walker (2018) is of the view that this approach can be considered as an initiative for

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sharing the practices among the subsidiaries. Strategic planning in execution of the activities
is beneficial for reducing the failure rates in the expatriate assignments, where reports need to
be prepared. I also think that awareness of the global issue is vital for achieving effective
solutions for the potential risks, which are obstructing the process of globalizing the
activities. If the brands expose better performance in a collaborative manner, then the profit
margin of the industry as a whole is enhanced.
Society
Communication with the clients and the customers on a regular basis is fruitful in
terms of including them in the mainstream business. I think advertising campaigns on the
launched products, services and technologies is one of an efficient means of affecting the
purchasing power of the customers. Tung (2016) opines that customer relationship
management is one of the parameters, which is to be considered for controlling the resilience
towards adopting changes. Valuing the individual opinions of the clients and the customers is
productive approach towards enhancing the decision-making process. I feel adopting decision
matrix is crucial for developing solutions according to the risks (Jucker 2016).

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References
Den Dekker, W., 2016. Global Mindset and Cross-Cultural Behavior: Improving Leadership
Effectiveness. Springer.
Javidan, M. and Bowen, D., 2013. The ‘global mindset’of managers. Organizational
dynamics, 42(2), pp.145-155.
Jucker, R., 2016. The Critical Global Educator: Global Citizenship Education as Sustainable
Development. Journal of Education for Sustainable Development, 10(2), pp.309-312.
Kuada, J., 2016. Advancing Global Mindset Research. Global Mindsets: Exploration and
Perspectives, p.180.
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), pp.231-258.
Lilley, K., Barker, M. and Harris, N., 2015. Educating global citizens: a good ‘idea’or an
organisational practice?. Higher Education Research & Development, 34(5), pp.957-971.
Matthes, H. and Barbuto Jr, J.E., 2015. Testing the mediating role of leaders ‘background on
the effects of nationality on global MINDSET. Journal of International & Interdisciplinary
Business Research, 2(1), pp.1-17.
Paul, H., 2000. Creating a global mindset. Thunderbird International Business Review, 42(2),
pp.187-200.
Tavanti, M. and Davis, E.B., 2018. Integrating sustainability mindset and impact
competencies in management education: Directions, models, and strategies. Fostering
sustainability by management education, pp.223-241.

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Tidikis, V. and Dunbar, N.D., 2019. Openness to experience and creativity: When does
global citizenship matter?. International Journal of Psychology, 54(2), pp.264-268.
Tung, R.L., 2016. New perspectives on human resource management in a global context.
Journal of World Business, 51(1), pp.142-152.
Walker, J.L., 2018. Do methods matter in global leadership development? Testing the global
leadership development ecosystem conceptual model. Journal of Management Education,
42(2), pp.239-264.