1-Apprehending Mindsets in Employee Development
Lyons and Bandura (2017) have tried to streamline the importance of the global mindset in this contemporary business era, and it seems the biggest strength of this article. Interestingly, the global mindset is triggered by the growth mindset of employees. Employee development is possible due to the growth mindset a, and management of different companies is quite up to it. According to Lyons and Bandura (2017) two common mindsets are fixed and growth. A modern organization intends to build an employee force, which contains different work attributes. These work attributes can be expanded to increase performance and achieve both personal and organizational goals. It seems the evolvement of the employees in organizations. Through the growth mindset, employees in an organization do not depict change resistances, as they are open-minded and assertive to adopt new trends. Growth is another name for development, and instead of focusing on the fixed mindset, it seems imperative to enhance the growth mindset. In the firm, the contribution of managers or leaders can enhance the growth mindset. Employees are to be instigated by managers to build different attributes. However, it is not clear how managers persist employees to develop the growth mindset, and it looks the biggest weakness of this article.
The growth mindset can be different in different domains, and it can also be experimentally induced. Thus, the main intention of employees and management is to develop employees to meet ten long objectives and goals. From the perspective of employees, they can demonstrate adaptive behavior to grow with time and become effective contributors. It is to mention that the attractive payoff for employees is not the only factor. To develop the growth mindset among employees, managers intend to determine the pursuit of larger or long-term goals. The growth mindset is effective for both employees and organizations, and it can lead towards long-term business sustainability. Furthermore, the growth mindset is also effective to reduce the employee turnover in different organizations (Lyons and Bandura, 2017).
1.1-Developing a Growth Mindset
According to Meierdirk (2016) growth mindset can be enhanced in the business class. The authors have identified the possible growth mindset, which can be started from the business class. However, comparatively, this article does not indicate the perspective of the organization. The perspective of organizations is missing in this article. Thus, the research is limited as compared to the above article, and it seems tough to derive some conclusive statements.
On the other hand, the strength of the article is the elaboration of different forms of the mindset. In the business class, the teacher can design different assignments for students that can enhance the visibility of the learning process and build the growth mindset. Comparatively, the above article illustrates different strategies of managers to enhance the learning process of employees. Thus, the level or approach of the research in this article is not up to the mark. For Instance, the authors examine the intentions of teachers in the business class to develop the growth mindset. However, a teacher may have a different style, and criticizing the teacher’s behavior is not obvious.
Conversely, when apprehending mindsets in employee development, managers must be asked different questions regarding their efforts and possible outputs. According to Meierdirk (2016), a teacher can use different technologies to develop the growth mindset. However, the emerging question is how students can build their mindset without navigating some real time examples. All cash flow exercises in assignments or business class work are fictional, and it may limit the learning ability of an individual or business student. Thus, as compared to the article, written by Lyons and Bandura (2017) this research is limited, as it only revolves around the student’s approach change his mindset. Business and organizational perspectives are missing in this article, as these are described effectively in apprehending mindsets in employee development (Meierdirk, 2016).
2-Global Mindset and the Internationalization of Small Firms: The Importance of the Characteristics of Entrepreneurs
According to Felício, Caldeirinha and Rodrigues (2012), the global mindset is quite visible in large multinational companies. Authors streamline the efforts of different entrepreneurs and their importance along with several insights. An entrepreneur makes strategies to create the growth mindset of all key stakeholders, including managers and employees, and move towards the sustainable competitive advantage in the competitive international markets. The biggest strength of this article is its comprehensive elaboration of the internationalization of small firms. It is quite pertinent to the topic, as the internationalization of the small firm is possible due to the growth mindset. The article relates the growth mindset with managerial cognition.
Regarding business, the article depicts the cosmopolitan view of the world, which is the strength. Some hypotheses in this article are not clear. For Instance, it is tough to understand the relationship between internationalization behavior and global mindset. The elaboration regarding this aspect is limited or not visible, and it is the weakness of the article. The growth mindset of entrepreneurs persists to contain the global mindset (Felício, Caldeirinha and Rodrigues, 2012).
However, critically, it is limited to only small firms. Maybe, characteristics regarding the growth or global mindset are different in large organizations. The information processing theory is dominating in this article the global mindset can be increased by processing the right information of data at the right time. Firms can gain global knowledge and global aptitude through the information. Now, the question is how different stakeholders of the small firms use the information to depict the growth mindset. The article only uses the information processing theory to portray the global mindset. Employees are the main stakeholders in the firm. They have to create the growth mindset to prepare for the global business process. These stakeholders can also use the information processing theory to create the growth mindset instead of just focusing on the global mindset (Felício, Caldeirinha and Rodrigues, 2012).
2.1-Bigger Isn’t Always Better: The New Mindset for Real Business Growth
According to McCann (2007) the management of companies has to create the new growth mindset to enable prominent business growth. Comparatively, this article comes up with a different approach to creating the growth mindset in the company. For Instance, making the organization larger is not the only way to contain the growth. The firm has to develop its capabilities to behave differently in domestic and global markets. The unique way of elaborating business growth and the growth mindset is the biggest strength of this article. To enable the growth mindset in the competitive business era, there is a need to develop a competitive leadership team that can lead all key stakeholders of the company. McCann (2007) has mentioned examples of Peet’s coffee and Pepsi. This example looks backward in this modern business era, and it is a weakness of the article. Comparatively, the above article examines the global mindset with some modern approaches.
Interestingly, it is a fact that the early success can kill the business later. McCann, (2007) comes up with this interesting point. However, when it comes to the growth mindset, it does not elaborate barriers it the business sustainability. Like the above content, it describes the growth mindset. However, describing the growth mindset with some traditional approaches is not effective. It indicates large companies to streamline the business growth and growth mindset as compared to the above article. The emerging question is what pertinent size of the business can support the growth mindset and business sustainability in the competitive business era. The size of the firm is dominant in this article. Information processing theory can be rationalized in the global mindset and the internationalization of small firms. Conversely, the size of the firm is tough to relate with the growth mindset. Thus, more insights regarding the growth mindset can be derived from the main article (McCann, 2007).
3-Creating a Growth Mindset
According to the Johnston (2017) organizations are comfortable with strategies. Interestingly, these strategies are to be made to create the growth mindset. This article illustrates the personal and authentic relation in an organization that can help to meet the purpose. Reality has become the prominent factor when creating the growth mindset in the firm. The dominant factor in this article is the presence of Millennial in the company. It is a fact that Millennial usually distrust the authority. Thus, there is a need to change the culture of the company to accelerate the growth of key stakeholders. The biggest strength of this article is the illustration of the growth mindset through the combination of strategy and culture. In both, small and large organization, leadership teams are collaborating with Millennial to share experiences. The top leadership team has to streamline their role and come up as role models for people to make big behavioral shifts. However, the weakness of this article is the lack of personal development. Critically, the author puts the responsibility of the leadership teams creates the growth mindset. The modern workplace needs assertive employees to identify their strengths and weaknesses and contain the improvement and growth. Thus, the growth mindset needs efforts from both sides. The major implication is to give a purpose to stakeholders, which is quite beyond profitability. The article states that creating the growth mindset is not rocket science. However, the question is how the management can implement the flawless implementation process to meet this purpose. In this comprehensive elaboration, it has been revealed that the creation of the growth mindset is possible by touching some untouchables in the company. It refers to eliminating change resistances in a firm that can create a positive impact on the early creation of the growth mindset (Johnston, 2017).
3.1-Cognitive Complexity in Global Mindsets
According to Massingham (2013) organizations are looking to increase the cognitive capacity to portray the global mindset. Firms, from retail to manufacturing, are trying to design and implement different strategies to boost managerial cognition. Interestingly, managerial cognition indicates the growth mindset of people. Managerial cognition is dominating in this article, which comparatively examines the growth mindset in a better way. In the above article, the author tried to rationalize the role of leadership teams to create the growth mindset.
Conversely, in this research content, managers are depicted as information workers. Based on the information, the manager in a firm can make the growth mindset. The information is a source to integrate with some new trends and streamline the knowledge to increase the cognitive capacity. Depending on the information, managers can see growth by making some effective decisions. The decision-making process and its impact on stakeholders create a huge learning curve, which accelerates the growth in both domestic and global markets. As compared to the previous article, the voice on the bottom line of the form is missing. Thus, accordingly, the emerging question is how the bottom line of the company can increase the cognition that can help them grow. Both articles demonstrate different perspectives to create the growth mindset. However, this article seems more effective. Employees, being the major stakeholder of the company, have to rely on information to learn different things and grow with the passage of time. Ian Johnston in the previous article does not explain the cognitive capability of the company’s stakeholders. The cognitive capability is one of the biggest factors to ensure the prominent growth mindset in the firm. In contemporary business, information processing has become mandatory, and this article has rationalized it effectively along with key insights (Massingham, 2013).
4-Fixed and Growth Mindset in Education and How Grit Helps Students Persist in the Face of Adversity
Hochanadel and Finamore (2015) see the growth mindset with the perspective of education. According to Hochanadel and Finamore (2015), giving value to the efforts in the different educational institution is a growth mindset. The biggest strength of this article is that it revolves around two major pillars such as fixed and growth mindset, which is quite pertinent to the research theme. The dominating factor in this research content is education. Students in educational institutions intend to learn and apply things in both personal and professional life. It is a real depiction of the growth mindset, and it is also a prominent strength. However, the major weakness of this article is that it only revolves around the college environment. For Instance, the author argues that the growth mindset can be taught to stakeholders such as parents, students and faculty members in educational institutions. However, the voice of the business perspective is missing. It is effective to examine the growth mindset of students.
These business students are future business managers in firms. However, it is tough to clearly understand the implication of the growth mindset in a limited environment. The emerging question is how students can carry the growth mindset legacy in their professional life. For a while, the student can learn things to be successful in college. However, he has much work to do in his professional life. Critically, the student develops the psychological qualities in the college to exist strongly. The student cannot prepare himself to become a better contributor to an organization. This research is limited and does not express multiple professional or business perspectives (Hochanadel and Finamore, 2015).
4.1-A Comprehensive Approach to Quality Aims at Inclusive Growth
According to Watson (2012) continuous improvement is the critical function of the management in an organization. Comparatively, this article examines the growth mindset effectively. For Instance, as compared to the article by Hochanadel and Finamore (2015), the quality of the process when creating the growth mindset is a dominating factor. This article shows the organizational environment to understand the growth mindset. Managers in the company have to make the quality mindset to enable the better growth mindset. It is a unique perspective, which is a big strength of this article. Collaborations, clear communication, work ethics, technology and broad perspectives are different factors to create the quality mindset. The article reveals that inclusive growth is possible through actions and motivations.
The author has only integrated with these factors, and it is the biggest weakness of this research content. The author argues that if an individual in the company wants to create a global mindset, it must focus on quality. Comparatively, the previous article only emphasized the learning process. This article depicts the exclusive factors, which is quality, to understand or streamline the growth mindset. When navigating the future challenge in the research, there are some limitations. Watson (2012) argues that we have to rethink the quality perspective to enable growth. Thus, some new quality approaches, which are triggered by the growth mindset, are missing. Stakeholders in the previous article are students, parents, and faculty members. Conversely, business professionals are major stakeholders in this article. Learning and quality have understood the growth mindset in both articles respectively (Watson, 2012).
5-Firm Rebirth: Buyouts as Facilitators of Strategic Growth and Entrepreneurship
According to Wright, Hoskisson and Busenitz (2001) the buyout has become the efficient approach for firms to reduce the workforce and decrease the unit cost. It has been revealed that the firms are indicating buyouts to contain the strategic growth. In this article, the growth mindset is integrated with the buyout strategy. It is a big strength because the buyout is a kind of growth strategy for a firm. According to the authors, buyout enables the form to gain the upside growth. It is a modern growth mindset as mature firms are looking to acquire small firms. The controlling interest of firms has become the main intention in contemporary business. It is a source for business expansion.
However, the big weakness of the article is that it only focuses on business renewal. It does not mention alternative strategies for the company to get rid of different issues and sustain growth. Critically, the perspective of the growth mindset is quite defensive, as acquiring different forms is not the only solution. Unfortunately, the authors are trying to show buyouts as facilitators. It seems better to come up with an effective alternative action plan instead of focusing on this exit strategy. The dominant factors in this research are individual mindsets and buyout types. The research implication is interesting. For Instance, it has been revealed that buyout is a better option for a firm, which is in a weak competitive position. Thus, this particular growth mindset ensures the incremental competitive capabilities that can lead towards sustainable competitive advantage. Buyouts have been perceived as growth opportunities, and the business stakeholders are creating the growth mindset accordingly. Captivatingly, it is working in this contemporary business in an effective manner (Wright, Hoskisson and Busenitz, 2001).
5.1-Entrepreneurial Mindset: A Synthetic Literature Review
According to Naumann (2017) Entrepreneurial Mindset relies on different attributes. The biggest strength of this article is its preciseness. Comparatively, the author carefully revolves around several attributes that can create the growth mindset of the entrepreneur. These attributes are cognitive tuning and global orientation, logical decision making, alertness, prior knowledge, social integration, Meta-cognition and cognitive adaptability. As compared to the above article, the author has explained the growth mindset comprehensively. He depicts how to develop these attributes with the passage of time to ensure personal and organizational growth. As far as the growth mindset is concerned, just elaborating from the perspective of the entrepreneur is not effective. It has become the weakness of this article.
Comparatively, this research is wide, precise and well organized. However, the role and impact of the bottom line of the company are missing. It means only the top management of the company is eligible to contain the growth mindset and direct people at the bottom line. Through the entrepreneurial mindset, business can be sustained for a long run, and it is the main implication of this research. The previous article depicts the buyout as a growth strategy. Thus, research depicts different attributes as growth traits. Thus, the mindset may be different in firms. The growth mindset is to be created as a whole to derive long-term business benefits. It is all about moving forward in the competitive business environment. However, it depends on the growth mindset approach in the company (Naumann, 2017).
Summary of Five Articles
Apprehending the mindset in employee development is a research study, which is based on the growth mindset of both the management and employees. Through developing employees, the company can create a growth mindset. The second article demonstrates the global mindset of small firms in different industries. The entrepreneur can adopt several characteristics to expand the business and enable the growth process. The third article articulates the creation of growth mindset at both micro and macro level. The role of Millennial in creating the growth mindset is visible. The growth fixed mindset is portrayed in the fourth article. In educational institutions, the growth mindset can be created by involving different stakeholders. In the fifth article, the growth mindset has been justified by Buyouts. The connection between these five articles is quite visible. All these five articles revolve around the growth mindset and related factors. The target of educational institutions, small firms, management, and employees is to grow with time. The growth mindset is a kind of evolvement, which connects these articles
References
Felício, J.A., Caldeirinha, V.R. and Rodrigues, R. (2012) ‘Global mindset and the internationalization of small firms: The importance of the characteristics of entrepreneurs’, International Entrepreneurship and Management Journal, vol. 8, no. 4, pp. 467-485.
Hochanadel, A. and Finamore, D. (2015) ‘Fixed And Growth Mindset In Education And How Grit Helps Students Persist In The Face Of Adversity’, Journal of International Education Research, vol. 11, no. 1.
Johnston, I. (2017) ‘Creating a growth mindset’, Strategic HR Review, vol. 16, no. 4, pp. 155-160.
Lyons, P.R. and Bandura, R.P. (2017) ‘Apprehending mindsets in employee development’, Human Resource Management International Digest, vol. 25, no. 3, pp. 4-7.
Massingham, P. (2013) ‘Cognitive Complexity in Global Mindsets’, International Journal of Management, vol. 30, no. 1, pp. 232-248.
McCann, J.E. (2007) ‘Bigger Isn’t Always Better: The New Mindset for Real Business Growth’, Family Business Review, vol. 20, no. 4, pp. 358-360.
Meierdirk, C. (2016) ‘Developing a growth mindset’, Teaching Business & Economics, vol. 20, no. 1, pp. 25-26.
Naumann, C. (2017) ‘Entrepreneurial Mindset: A Synthetic Literature Review’, Entrepreneurial Business and Economics Review, vol. 5, no. 3, pp. 149-172.
Watson, G.H. (2012) ‘A Comprehensive Approach to Quality Aims at Inclusive Growth’, The Journal for Quality and Participation, vol. 35, no. 3, pp. 33-35.
Wright, M., Hoskisson, R.E. and Busenitz, L.W. (2001) ‘Firm rebirth: Buyouts as facilitators of strategic growth and entrepreneurship’, The Academy of Management Executive, vol. 15, no. 1, pp. 111-125.
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