Global Strategy Journal

Papers
(The median citation count of Global Strategy Journal is 1. 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 2022-08-01 to 2026-08-01.)
ArticleCitations
146
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement80
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view50
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Governing sustainability in multinational companies: Headquarter‐subunit strategic alignment and control mechanisms23
International environmental complexity and the demand for generalists and specialists in executive selection22
FACTs about theorizing on global strategy amid geopolitical tensions21
Knowledge sourcing, geopolitics, and FDI : An empirical analysis on the US green and digital sectors21
20
Research and development resilience of foreign MNE subsidiaries during the Great Recession20
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Managers and internationalization decisions: An affect‐enacted model19
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How the country context shapes firms' competitive repertoire complexity18
16
Government policy, filial piety, and foreign direct investment15
Geopolitics and global strategy: Making money under anarchy13
How data barriers shape international strategy13
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HQ controls, agency costs, and procedural justice12
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Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets11
Rethinking intrapreneurship in the established MNE11
The long‐term domestic dominance of the multinational enterprise10
Inward FDI and local firms' political connections in emerging markets: Evidence from China10
Externalities in global value chains: Firm solutions for regulation challenges9
Offshore FDI, tax havens, and productivity: A network analysis9
Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions8
8
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC8
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Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure7
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The microfoundations of international commitment decisions: Creating joint opportunity meanings6
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Board of director effectiveness and informal institutions: A meta‐analysis5
The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback5
Political stigmatization across US host government agencies and strategic responses by Chinese MNEs5
National innovation policies and knowledge acquisition in international alliances4
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy4
Rethinking a positive‐sum game: US FDI location decisions in the presence of Chinese FDI4
Ownership, institutions, and the agency of M&A completion3
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When governments act as strategists: Geopolitical turmoil and global strategy theory3
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Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize2
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies2
Beyond political risk: Toward a holistic understanding of multinational enterprise resilience in the era of cascading crises1
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises1
Theorizing about emerging multinationals' cross‐border acquisitions1
Networks of internationalizing digital platforms in physical place and digital space1
Does prior success influence risk‐taking in foreign location decisions? A prospect theory perspective1
Practice adoption in MNCS: A multi‐level interactionist model of trait activation1
Foreign takeover protection and corporate social responsibility1
Protecting CSR ‐based reputation abroad: Intra‐firm trade as a governance mechanism1
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