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 2021-08-01 to 2025-08-01.)
ArticleCitations
109
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view66
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement60
50
36
When are global decisions strategic?34
Navigating the paradox of global scaling30
Issue Information ‐ TOC28
26
25
International environmental complexity and the demand for generalists and specialists in executive selection22
21
Issue Information ‐ TOC21
Issue information ‐ TOC21
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective19
Managers and internationalization decisions: An affect‐enacted model19
What is digital transformation? Core tensions facing established companies on the global stage18
How the country context shapes firms' competitive repertoire complexity17
17
Government policy, filial piety, and foreign direct investment15
Issue Information ‐ TOC15
Formal institutional context in global strategy research: A layer cake perspective15
Issue Information ‐ TOC14
HQ controls, agency costs, and procedural justice14
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation14
Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets13
Offshore FDI, tax havens, and productivity: A network analysis13
“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges13
Inward FDI and local firms' political connections in emerging markets: Evidence from China13
Rethinking intrapreneurship in the established MNE13
Institutions and entrepreneurship in a non‐ergodic world12
The long‐term domestic dominance of the multinational enterprise12
Externalities in global value chains: Firm solutions for regulation challenges11
Locational boundness of resource, compatibility of production, and downside risks of multinationality11
Does fairness narrow the gap? Effect of procedural justice on MNE attention disparity11
Speed of institutional change and subsidiary performance: The moderating impact of home and host country learning11
Chief executive officer power and initial public offering underpricing: Examining the influence of demand‐side cultural power distance11
10
Issue Information ‐ TOC10
Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions10
Issue Information ‐ TOC10
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC10
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
Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure9
Issue Information ‐ TOC9
Board of director effectiveness and informal institutions: A meta‐analysis9
The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback8
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy8
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society8
Issue Information ‐ TOC8
National innovation policies and knowledge acquisition in international alliances7
Tapping into emerging markets: EMNEs' strategies for innovation capability building7
The interplay between location and strategy in a turbulent age7
Time to change lanes: How pro‐market reforms affect informal ventures' formalization speed6
Move fast and break things: Reassessing IB research in the light of the digital revolution6
Issue Information ‐ TOC5
Ownership, institutions, and the agency of M&A completion5
Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance4
The dark side of informal institutions: How crime, corruption, and informality influence foreign firms' commitment4
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
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension4
Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize4
International experience and imitation of location choices: The role of experience interpretation and assessment and its board‐level microfoundations4
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises4
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