Management International Review

Papers
(The TQCC of Management International Review is 9. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2020-05-01 to 2024-05-01.)
ArticleCitations
How Do Rapidly Internationalizing SMEs Learn? Exploring the Link Between Network Relationships, Learning Approaches and Post-entry Growth of Rapidly Internationalizing SMEs from Emerging Markets57
Research Published in Management International Review from 2006 to 2020: A Bibliometric Analysis and Future Directions43
Enabling SMEs’ Learning from Global Value Chains: Linking the Logic of Power and the Logic of Embeddedness of Interfirm Relations35
The Use of Partial Least Squares Structural Equation Modeling and Complementary Methods in International Management Research30
De-internationalization: A Thematic Review and the Directions Forward27
International Network Searching, Learning, and Explorative Capability: Small and Medium-sized Enterprises from China26
Learning in SME Internationalization: A New Perspective on Learning From Success versus Failure26
Ambidextrous Knowledge Sharing within R&D Teams and Multinational Enterprise Performance: The Moderating Effects of Cultural Distance in Uncertainty Avoidance22
Sourcing Technological Knowledge Through Foreign Inward Licensing to Boost the Performance of Indian Firms: The Contingent Effects of Internal R&D and Business Group Affiliation22
Trade Shows and SME Internationalisation: Networking for Performance21
Strategic Decision Speed and International Performance: The Roles of Competitive Intensity, Resource Flexibility, and Structural Organicity21
Entrepreneurs’ Implicit and Explicit Achievement Motives and Their Early International Commitment20
Foreign Direct Investment to Africa: Is There a Colonial Legacy?18
Strategic Response to Inward Foreign Direct Investment: A Study of Indian Family Firms18
China’s Rise, World Order, and the Implications for International Business18
R&D Intensity, Domestic Institutional Environment, and SMEs’ OFDI in Emerging Markets17
SME Internationalisation: The Relationship Between Social Capital and Entry Mode17
How to Synergize Different Institutional Logics of Firms in Cross-border Acquisitions: A Matching Theory Perspective16
How Can SMEs Use Crowdfunding Platforms to Internationalize? The Role of Equity and Reward Crowdfunding15
Influence of Social Identity on Family Firms’ FDI Decisions: The Moderating Role of Internal Capital Markets15
Dynamic Capabilities, Internationalization and Growth of Small- and Medium-Sized Enterprises: The Roles of Research and Development Intensity and Collaborative Intensity15
Is Internationalization Beneficial to Innovation? Evidence from a Meta-analysis13
Strategic Responses to Institutional Voids (Rationalization, Aggression, and Defensiveness): Institutional Complementarity and Why the Home Country Matters13
The Impact of Domestic CSR on the Internationalisation of Emerging-Market Multinational Enterprises: Evidence from India12
Achieving the Paradox of Concurrent Internationalization Speed: Internationalizing Rapidly in Both Breadth and Depth12
Revisiting the Internationalization-Performance Relationship: A Twenty-Year Meta-Analysis of Emerging Market Multinationals11
Designing Global Sourcing Strategy for Cost Savings and Innovation: A Configurational Approach10
Emerging Market Multinational Family Business Groups and the Use of Family Managers in Foreign Subsidiaries10
Integrated Generalized Structured Component Analysis: On the Use of Model Fit Criteria in International Management Research9
The Role of Outward FDI in Creating Korean Global Factories9
Chinese Service Multinationals: The Degree of Internationalization and Performance9
Emerging Economy Inward and Outward Foreign Direct Investment: A Bibliometric and Thematic Content Analysis9
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