Global Strategy Journal

Papers
(The TQCC of Global Strategy Journal is 11. 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 2021-10-01 to 2025-10-01.)
ArticleCitations
121
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view77
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement66
56
41
Navigating the paradox of global scaling40
When are global decisions strategic?33
Issue Information ‐ TOC28
26
26
International environmental complexity and the demand for generalists and specialists in executive selection24
22
Issue information ‐ TOC22
Issue Information ‐ TOC21
Managers and internationalization decisions: An affect‐enacted model20
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
19
How the country context shapes firms' competitive repertoire complexity17
Formal institutional context in global strategy research: A layer cake perspective16
Issue Information ‐ TOC16
Government policy, filial piety, and foreign direct investment15
Issue Information ‐ TOC15
HQ controls, agency costs, and procedural justice15
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation15
Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets14
Rethinking intrapreneurship in the established MNE14
Issue Information ‐ TOC14
Inward FDI and local firms' political connections in emerging markets: Evidence from China13
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
Externalities in global value chains: Firm solutions for regulation challenges13
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC11
The long‐term domestic dominance of the multinational enterprise11
Locational boundness of resource, compatibility of production, and downside risks of multinationality11
Institutions and entrepreneurship in a non‐ergodic world11
Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions11
Chief executive officer power and initial public offering underpricing: Examining the influence of demand‐side cultural power distance11
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