Global Strategy Journal

Papers
(The median citation count of Global Strategy Journal is 4. 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 2021-11-01 to 2025-11-01.)
ArticleCitations
129
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view85
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement69
57
46
Issue Information ‐ TOC43
Navigating the paradox of global scaling36
When are global decisions strategic?29
26
26
International environmental complexity and the demand for generalists and specialists in executive selection25
24
Issue Information ‐ TOC22
Issue information ‐ TOC22
Managers and internationalization decisions: An affect‐enacted model22
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective20
What is digital transformation? Core tensions facing established companies on the global stage19
18
How the country context shapes firms' competitive repertoire complexity17
Issue Information ‐ TOC16
Formal institutional context in global strategy research: A layer cake perspective16
Government policy, filial piety, and foreign direct investment15
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation15
HQ controls, agency costs, and procedural justice15
Issue Information ‐ TOC14
Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets14
Rethinking intrapreneurship in the established MNE14
“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges14
Issue Information ‐ TOC13
The long‐term domestic dominance of the multinational enterprise13
Inward FDI and local firms' political connections in emerging markets: Evidence from China13
Institutions and entrepreneurship in a non‐ergodic world13
Offshore FDI, tax havens, and productivity: A network analysis13
Externalities in global value chains: Firm solutions for regulation challenges13
Locational boundness of resource, compatibility of production, and downside risks of multinationality12
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC11
Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions11
10
Issue Information ‐ TOC10
Issue Information ‐ TOC10
9
The microfoundations of international commitment decisions: Creating joint opportunity meanings9
Rent appropriation in global value chains: The past, present, and future of intangible assets9
Issue Information ‐ TOC9
Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure8
The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback8
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society8
Board of director effectiveness and informal institutions: A meta‐analysis8
National innovation policies and knowledge acquisition in international alliances7
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy7
Issue Information ‐ TOC6
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
Networks of internationalizing digital platforms in physical place and digital space5
The interplay between location and strategy in a turbulent age5
Ownership, institutions, and the agency of M&A completion5
Issue Information ‐ TOC4
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises4
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies4
Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize4
Foreign takeover protection and corporate social responsibility4
Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance4
International experience and imitation of location choices: The role of experience interpretation and assessment and its board‐level microfoundations4
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension4
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