Global Strategy Journal

Papers
(The median citation count of Global Strategy Journal is 2. 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 2022-06-01 to 2026-06-01.)
ArticleCitations
131
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 Agreement45
43
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35
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32
When are global decisions strategic?30
25
23
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Knowledge sourcing, geopolitics, and FDI : An empirical analysis on the US green and digital sectors20
Governing sustainability in multinational companies: Headquarter‐subunit strategic alignment and control mechanisms20
International environmental complexity and the demand for generalists and specialists in executive selection20
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective19
Formal institutional context in global strategy research: A layer cake perspective19
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Managers and internationalization decisions: An affect‐enacted model19
19
How the country context shapes firms' competitive repertoire complexity17
HQ controls, agency costs, and procedural justice17
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How data barriers shape international strategy15
Government policy, filial piety, and foreign direct investment15
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation15
13
Rethinking intrapreneurship in the established MNE12
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Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets11
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Externalities in global value chains: Firm solutions for regulation challenges10
Inward FDI and local firms' political connections in emerging markets: Evidence from China10
Offshore FDI, tax havens, and productivity: A network analysis10
The long‐term domestic dominance of the multinational enterprise10
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC9
Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions9
9
8
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Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure7
7
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The microfoundations of international commitment decisions: Creating joint opportunity meanings6
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy5
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The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback5
Board of director effectiveness and informal institutions: A meta‐analysis5
Political stigmatization across US host government agencies and strategic responses by Chinese MNEs5
Ownership, institutions, and the agency of M&A completion4
National innovation policies and knowledge acquisition in international alliances4
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Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize3
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies3
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises2
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension2
Networks of internationalizing digital platforms in physical place and digital space2
Protecting CSR ‐based reputation abroad: Intra‐firm trade as a governance mechanism2
Foreign takeover protection and corporate social responsibility2
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