Global Strategy Journal

Papers
(The TQCC of Global Strategy Journal is 8. 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 2020-05-01 to 2024-05-01.)
ArticleCitations
Digitalization and globalization in a turbulent world: Centrifugal and centripetal forces128
An integrative typology of global strategy and global value chains: The management and organization of cross‐border activities68
What is digital transformation? Core tensions facing established companies on the global stage49
The knowledge based view and global strategy: Past impact and future potential35
Subsidiary upgrading and global value chain governance in the multinational enterprise31
The MNE and its subsidiaries at times of global disruptions: An international relations perspective28
International connectivity and the location of multinational enterprises' knowledge‐intensive activities: Evidence from US metropolitan areas28
Disentangling the relationship between internationalization, incremental and radical innovation, and firm performance27
Between a rock and a hard place: A critique of economic upgrading in global value chains25
The consequences of short‐term institutional change in the rule of law for entrepreneurship24
Supplier evolution in global value chains and the new brand game from an attention‐based view22
The importance of rare events and other outliers in global strategy research21
The pressure behind corporate social performance: Ownership and institutional configurations21
Top management team international diversity and the performance of international R&D20
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy19
Dynamic capability development in multinational enterprises: Reconciling routine reconfiguration between the headquarters and subsidiaries18
Political risks and foreign direct investments by multinational corporations: A reference point approach17
Move fast and break things: Reassessing IB research in the light of the digital revolution17
Digitalization of cross‐border R&D alliances: Configurational insights and cognitive digitalization biases15
Tapping into emerging markets: EMNEs' strategies for innovation capability building15
Institutions and entrepreneurship in a non‐ergodic world13
Rent appropriation in global value chains: The past, present, and future of intangible assets12
The dark side of informal institutions: How crime, corruption, and informality influence foreign firms' commitment12
The future of global strategy12
A multiple agency view of venture capital investment duration: The roles of institutions, foreignness, and alliances12
The impact of institutions on the entrepreneurial orientation‐performance relationship12
Into the unknown: The extent and boldness of firms' international footprint11
A learning portal model of emerging markets multinationals11
When do latecomer firms undertake international open innovation: Evidence from China10
Resource dependence theory in international business: Progress and prospects10
Boards' relevant experience and international strategy: A recipe for success or a case of too many cooks?9
Time to change lanes: How pro‐market reforms affect informal ventures' formalization speed9
Founder and professionalCEOs' performance differences across institutions: Ameta‐analyticstudy8
Navigating the paradox of global scaling8
The enduring effects of relational attributes on subsidiary evolution after mandate loss8
The interplay between location and strategy in a turbulent age8
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