Agile mindset in international business: the case of organizational culture and behavioral performance

Purpose This study aims to investigate the role of organizational culture in fostering an agile mindset and examine how such a mindset affects behavioral aspects of international performance, considering both linear and non-linear effects. Design/methodology/approach Integrating the competing values framework (CVF) and the resource-based view (RBV), this study develops hypotheses and tests them using structural equation modeling on data from managers of internationally active strategic business units. Findings The findings indicate a paradoxical organizational culture in which market, adhocracy and hierarchy cultures jointly foster an agile mindset, while clan culture has no significant effect. Furthermore, an agile mindset positively influences behavioral performance and specifically demonstrates an inverted U-shaped relationship with organizational commitment. Research limitations/implications The findings emphasize the relevance of an agile mindset in international business (IB) and its practical implications for managers seeking to build an engaged and motivated workforce. Originality/value This study makes a novel theoretical contribution by being the first to examine how organizational culture shapes the agile mindset, integrating the RBV and the CVF within an IB context.