The role of curiosity in global managers’ decision-making
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The on-going transformation of business from domestic to global can have a significant impact on managers in terms of their lack of experience (i.e., tacit knowledge) and, frequently, in terms of their level of formal training relative to global issues (i.e., codified knowledge). This lack of knowledge can be expected to engender an unacceptable level of lack of decision-making self-efficacy, with attendant difficulties, with regard to successfully converting domestic managers into successful global managers. This paper examines the role that curiosity plays in initiating the learning process in newly appointed global managers.