Grounded Theory Development

Managers likely differ in their attention to the world. And through them, so do entire organizations. But until recently, assessing the implications of such differences has been a rather awkward enterprise dependent on the use of approximate time recording techniques, best recall, and direct observation procedures. This chapter uses methods that are largely inductive, qualitative, and non-statistical in nature, as well as insights from relevant international strategic management literature, to present ideas and research propositions that help companies (1) better diagnose the attention top executives give to international business matters; (2) identify a set of internationally-oriented tools through which they can more effectively direct the focusing of time and effort by managers; and (3) understand whether global thinking abilities can improve performance, or whether in fact a more parochial approach works just as well.