Asia Pacific Journal of Management

Papers
(The H4-Index of Asia Pacific Journal of Management is 18. 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 2021-02-01 to 2025-02-01.)
ArticleCitations
The more you exploit, the more expedient I will be: A moral disengagement and Chinese traditionality examination of exploitative leadership and employee expediency238
Too much of a good thing: the curvilinear relation between inclusive leadership and team innovative behaviors46
Network centrality and negative ties in feminine and masculine occupations40
Foreign venture capital investing strategies in transition economies: The case of China30
The impact of entrepreneurial leadership and international explorative-exploitative learning on the performance of international new ventures27
Bouncing back from failure: Digital technology capability, entrepreneurial alertness, and reentry intention27
Innovation and Performance of Manufacturing Firms in Aspirant Markets: An Institutional Environment Approach26
Organizational non-conformity in an emerging economy: Exploring the non-adoption of credit rating in China22
Investments during institutional transitions: Driven by problems or opportunities?21
Managing minority employees in organizations in Asia Pacific: Towards a more inclusive workplace?21
Toward a theory of resource flow based on guanxi: Key stakeholders and dynamic process model21
Why does counterproductive work behavior lead to pro-social rule breaking? The roles of impression management motives and leader-liking20
Taming the black swan: CEO with military experience and organizational resilience20
State dominance over the market: Reexamining the survival of China’s state-owned enterprises19
Foreign ownership and productivity in Chinese newly listed firms: the moderating roles of founder’s human capital and social ties19
When does justice drive alliance success? Direct and moderating effects based on transaction cost theory19
Does corporate social responsibility reduce idiosyncratic risk? The contingent role of opportunity costs18
Antecedents and outcomes of authentic leadership across culture: A meta-analytic review18
Doing good, feeling good? corporate social responsibility and CEOs’ self-perceived status18
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