Global Strategy Journal

Papers
(The median citation count of Global Strategy Journal is 3. 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 2021-09-01 to 2025-09-01.)
ArticleCitations
116
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view70
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement62
53
When are global decisions strategic?39
39
Navigating the paradox of global scaling29
Issue Information ‐ TOC26
25
22
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International environmental complexity and the demand for generalists and specialists in executive selection21
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20
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective19
Managers and internationalization decisions: An affect‐enacted model18
17
What is digital transformation? Core tensions facing established companies on the global stage17
Issue Information ‐ TOC15
How the country context shapes firms' competitive repertoire complexity15
Formal institutional context in global strategy research: A layer cake perspective15
HQ controls, agency costs, and procedural justice14
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation14
Government policy, filial piety, and foreign direct investment14
“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges13
Rethinking intrapreneurship in the established MNE13
Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets13
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Inward FDI and local firms' political connections in emerging markets: Evidence from China12
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Institutions and entrepreneurship in a non‐ergodic world11
Offshore FDI, tax havens, and productivity: A network analysis11
Externalities in global value chains: Firm solutions for regulation challenges11
The long‐term domestic dominance of the multinational enterprise11
Locational boundness of resource, compatibility of production, and downside risks of multinationality11
Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions10
Chief executive officer power and initial public offering underpricing: Examining the influence of demand‐side cultural power distance10
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC10
10
Does fairness narrow the gap? Effect of procedural justice on MNE attention disparity10
Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure9
Rent appropriation in global value chains: The past, present, and future of intangible assets9
9
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The microfoundations of international commitment decisions: Creating joint opportunity meanings8
Board of director effectiveness and informal institutions: A meta‐analysis8
The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback7
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society7
Issue Information ‐ TOC7
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy7
Tapping into emerging markets: EMNEs' strategies for innovation capability building6
Move fast and break things: Reassessing IB research in the light of the digital revolution5
The interplay between location and strategy in a turbulent age5
National innovation policies and knowledge acquisition in international alliances5
International experience and imitation of location choices: The role of experience interpretation and assessment and its board‐level microfoundations4
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Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance4
Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize4
Ownership, institutions, and the agency of M&A completion4
Networks of internationalizing digital platforms in physical place and digital space4
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies4
Time to change lanes: How pro‐market reforms affect informal ventures' formalization speed4
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises3
Does prior success influence risk‐taking in foreign location decisions? A prospect theory perspective3
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension3
Foreign takeover protection and corporate social responsibility3
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