Cross Cultural & Strategic Management

Papers
(The TQCC of Cross Cultural & Strategic Management is 7. 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
A synthesized retail brand personality framework: a cross-cultural study of Taiwan and the United States30
Toward an understanding of digital global leadership: the role of digital literacy for managers in multinational contexts26
A meta-review of global virtual team research: thematic insights and future directions24
The impact of top management team power centralization on firm performance under varying industry conditions: evidence from Chinese listed firms23
Self-construal, face concerns and conflict management strategies: a meta-analysis22
Relationship between Big Five personality traits and knowledge sharing behaviour: moderating role of Islamic work ethics21
Adapting innovation capabilities in emerging economies: the role of learning and cultural and institutional distance in MNC subsidiaries in Korea19
Influence of national and regional level social capital on entrepreneurial activity18
The effect of succession on corporate governance reform under the Chinese clan culture context18
Unpacking the relationship between cultural diversity and workgroup creativity18
Mathematical modeling of optimal allocation of remote workforce: an interdisciplinary investigation with Hofstede's cultural factors and managerial ability16
Investigating the impacts of microlevel CSR activities on firm sustainability: mediating role of CSR performance and moderating role of top management support15
Coolly provocative: a microfoundational framework of interorganizational cultural distance and exploratory innovation15
Cross Cultural and Strategic Management: a retrospective overview using bibliometric analysis13
Guest editorial: Microfoundations of CSR and sustainable performance12
Cross-border network ties of returnee entrepreneurs and foreign market diversity12
Does inclusive leadership influence employee innovation? A multilevel investigation11
To integrate or not? Understanding knowledge integration of target firm10
Do religions account for important cultural differences? An analysis across 100 religious groups in 27 African Countries10
Interpersonal knowledge transfer within the multinational enterprise: incorporating identity based quasi-formal knowledge governance mechanisms10
Family firms, national culture and corporate social performance: a meta-analysis9
Attitudes of millennials toward corporate responsibility: a 28-society multilevel analysis9
Intergenerational succession and digital transformation in family firms: a socioemotional wealth perspective9
When MNEs bribe more? The role of managerial discretion9
Revisiting the influence of cultural novelty and emotional stability on general adjustment of expatriates hosted in emerging economies9
A paradoxical perspective on subsidiary autonomy and MNE entrepreneurial initiative support: uncovering the role of organizational complexity and external embeddedness9
Refugees as a distinct diversity dimension: workplace experiences and inclusion of Ukrainian refugees in Polish organizations8
On the micro-foundations of corporate social responsibility: a perspective based on dynamic managerial capabilities8
Integration of work and life roles: an interpretive study of women entrepreneurs in the United Arab Emirates8
Host country national support to expatriates: a motivated information processing perspective7
Expatriation and repatriation as one integrated process: the roles of developmental assignments, repatriate turnover, employee willingness for expatriation and repatriation support practices7
Cross-cultural arbitrage through acculturation: the opportunity lens of transnational entrepreneurs7
The establishment mode of Chinese MNEs abroad and the Belt and Road Initiative: insights from a strategy tripod perspective7
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