There is a growing literature pointing to the importance of global organizations having managers with global mindsets. However, some theoretical issues and contradictory research findings require attention, especially in the case of non-Western contexts. The aim of this article is to examine the extent to which current understandings about the antecedents of global mindsets apply to Indian, Chinese and Japanese organizations. Employing a quantitatively driven mixed method approach, survey data from 504 managers, and interviews with 36 executives and managers is analyzed. The findings suggest convergence in the three Asian contexts that has theoretical and practical implications.