OOIR: Observatory of International Research

Papers

(The TQCC of Journal of World Business is 22. 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 2022-01-01 to 2026-01-01.)

Article	Citations
Exit or stay: A critical incident analysis of decision-making in conflict-torn countries	252
Editorial Board	165
What subnational analysis could mean for IB research? Evidence for home bias reversals based on catchment area alcohol sales in Ontario	137
Imitation and rapid internationalization of emerging market firms	105
Artificial intelligence in international business: IB theory under augmented decision-making	93
Socio-political legitimacy: An integrative and interdisciplinary review and agenda for theory development in unit and programmatic approaches	82
Co-evolutionary decoupling in EMNEs’ internationalisation: A Chinese bank's journey of drifting apart from the US-led global financial system	82
Emerging market multinationals’ liability of outsidership	79
Improving global value chain governance: Empowering women through third-party interventions within institutionally fragile contexts	78
Revisiting Gooderham et al. (1999) “Institutional and Rational Determinants of Organizational Practices: Human Resource Management in European Firms”	60
Time in international strategic alliances: Progress and prospect	59
Escaping the rut: Bridging research on expatriate and organizational newcomer adjustment	59
(Im)migrants’ appropriation of culture: Reciprocal influence of personal and work contexts	54
CSR as a capability-building response to exogenous shocks by Lebanese MNEs	48
The Trojan horse of international entrepreneurship in the MENA region: Locus of control and the export of corruption	47
Challenging the orthodoxy in international business research: Directions for “new” research areas	44
Cluster Internationalization to Tax Havens by Multinational Enterprises: An Exploration of Imitative Behaviour	44
When social movements close institutional voids: Triggers, processes, and consequences for multinational enterprises	43
The attention-based view and the multinational corporation: Review and research agenda	43
Go small or go home: Operational exposure to violent conflicts and foreign subsidiary exit	41
Using field and quasi experiments and text-based analysis to advance international business theory	41
Cycles of de-internationalization and re-internationalization: Towards an integrative framework	41
Female entrepreneurs and international entry mode choice: Evidence from entrepreneurial firms in China	39
Sustainable value creation in multinational enterprises: The role of corporate governance actors	39
Improving subsidiary performance via inpatriate assignments: The role of host country national subsidiary CEOs’ social ties and motivational cultural intelligence	38

Institutional unpredictability and foreign exit−reentry dynamics: The moderating role of foreign ownership	37
Organizational scaling: The role of knowledge spillovers in driving multinational enterprise persistent rapid growth	36
Mitigating soft and hard infrastructure deficiencies in emerging markets	36
Editorial Board	36
Do international new ventures have attraction advantages? Insights from a recruitment perspective	35
Unlearning diversity management	35
Strategic vulnerabilities of emerging market MNCs – How litigation experiences in weak patent systems increase the risks of patent litigation abroad	35
Temporality and the first foreign direct investment	34
The digital transformation of international business: A conceptualization, multidisciplinary review, and research agenda	32
Divorce or temporary separation? Lessons from the US’s history of decoupling with China and other nations	31
International product adaptation and performance: A systematic analysis of the literature and agenda for future research	31
Temporality and firm de-internationalization: Three historical approaches	30
A comparative evaluation of seven instruments for measuring values comprising Hofstede's model of culture	30
A framework for a more reflexive engagement with ethnography in International Business Studies	30
How do entrepreneurs' cross-cultural experiences contribute to entrepreneurial ecosystem performance?	29
Making the unlikely marriage work: The integration process of Chinese strategic asset-seeking acquisitions	29
Institutional fragility and internationalization of Indian firms: Moderating effects of inward FDI and linkages	29
The impact of board of directors’ characteristics on the internationalization of family SMEs	28
Editorial Board	27
Corporate military activities and key frontiers in international business research	27
Towards a dynamic theory of lateral collaboration across multinational enterprise structures: A collection of insights	26
Editorial Board	25
International business under sanctions	25
The Impact of International Mergers and Acquisitions on Rivals’ Performance: The Role of Formal and Informal Institutions	24
Modeling a country's political environment using dynamic factor analysis (DFA): A new methodology for IB research	24
Orchestrating ecosystem resources in a different country: Understanding the integrative capabilities of sharing economy platform multinational corporations	24
Editorial Board	24
A double-edged sword? Founder Teams' Prior International Experience and INV International Scale-up	23
Editorial Board	23
Editorial Board	22
Foreign identity and organizational crises: Evidence in the U.S. automobile industry	22
Cultural Heterozygosity: Towards a New Measure of Within-Country Cultural Diversity	22