The assortment of issues that arise in situations where there is a divergence between managers’ prevailing mindsets and the demands of their complex operating environment have yet to be fully revealed. Engaging critically with Perlmutter’s framework and the broader global mindset literature, and drawing on insights curated from a 2-year field study, we reveal the existence of the anomic mindset among a cohort of international managers. We conceptualize this mindset as a stock of knowledge, cognitive and psychological attributes that results in these managers returning to and entrenching themselves in an outdated, most probably idealized, world view of business in opposition to a changing socio-economic context. Its presence sees them resisting rather than adapting to the globalization that surrounds them, and leads them to engage in detours from the pathway toward the development of a global mindset. Unlike the ethnocentric mindset which describes ex ante managerial thinking in organizations moving toward internationalization, the anomic mindset results from the ex post responses of managers following a protracted period of involvement in international business. Its existence opens up a significant debate on progress in, and the prospects for, globalization and the development of global mindsets, along with their preservation in the face of this persistent anomie.

在经理的普遍心态与他们复杂的运营环境的需求之间存在分歧的情况下出现的各种问题尚未完全揭露。通过与Perlmutter的框架和更广泛的全球心态文献进行批判性的互动，并借鉴了一项为期2年的实地研究得出的见解，我们揭示了一组国际经理人中存在着非理性的心态。我们将这种思维方式概念化为知识，认知和心理属性的存储库，这些属性导致这些经理返回并根植于过时的，最可能是理想化的，与变化的社会经济环境相对的世界商业观。它的存在使他们抗拒而不是适应周围的全球化，并引导他们绕开发展全球思维方式的道路。与以民族为中心的思维方式描述了走向国际化的组织中的事前管理者思维方式不同，非理性思维方式是由于经理人长期参与国际业务后的事后响应而产生的。它的存在引发了一场关于全球化和全球思维方式的发展及其前景以及面对持续不断的失范症的保留的重大辩论。长期参与国际业务后，经理人的事后回应导致了非常规的心态。它的存在引发了一场关于全球化和全球思维方式的发展及其前景以及面对持续不断的失范症的保留的重大辩论。长期参与国际业务后，经理人的事后回应导致了非常规的心态。它的存在引发了一场关于全球化和全球思维方式的发展及其前景以及面对持续不断的失范症的保留的重大辩论。