Management International Review

Papers
(The TQCC of Management International Review 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 2021-09-01 to 2025-09-01.)
ArticleCitations
Breaking Barriers: How Do the Marketing Capabilities of Emerging-Market Micro-Multinationals Drive Social Innovation?66
Dealing with Trust Deficit and Liabilities of Foreignness in Host Countries: Chinese Multinational Enterprises in Australia58
Comparing the Effects of Internationalization on CSR in Service and Non-Service MNEs42
The Effects of Timing and Order of Government Support Mechanisms for SME Exports36
Organizational Influences and Performance Impact of Cross-Border E-Commerce Barriers: The Moderating Role of Home Country Digital Infrastructure and Foreign Market Internet Penetration32
Headquarters-Subsidiary Relationship and Foreign Subsidiary Innovation in Emerging Multinationals: A Loose Coupling Perspective29
A Review of International Management Research on Corporate Taxation29
Democracy and Natural Resources: Their Institutional Impact on Tax Haven Use by Emerging Market Multinational Enterprises28
E-Commerce Policy and International Business27
Business-Civil Society Collaborations in South Korea: A Multi-Stage Pattern Matching Study27
Returns to Internationalization: Business Group-Affiliated Firms vs Standalone Firms26
Subsidiary Agency in Gender Equality Practice Implementation: The Case of Korean MNE Subsidiaries in Sweden26
The Global Factory Revisited22
Growing Old, but Paying Back: Understanding How Age Influences Corporate Social Innovation Depth and Breadth of Multinationals in Weak Institutional Contexts21
Platform-Based Internationalization of Smaller Firms: The Role of Government Policy20
Institutional Complementarity and Substitution in Indian Multinational Enterprises’ Cross-Border Investment Decisions19
Turning the Tables: The Relationship Between Performance and Multinationality19
Divestment of Foreign Subsidiaries for Deletion and Redeployment17
The Diary Method in International Management Research16
MNCs’ Corporate Social Innovation in Emerging Markets: Antecedents, Outcomes, and Boundary Conditions14
The Performance of Decision-Making Strategies in SME Internationalization: The Role of Host Market’s Institutional Development13
Contextualizing AMO Explanations of Knowledge Sharing in MNEs: The Role of Organizational and National Culture13
Multinational Corporations and Social Innovation in Emerging Markets13
Acknowledgement to MIR Board Members and Ad hoc Reviewers 202413
Relationship Between Climate Risk and Physical and Organizational Capital12
History Matters: Colonial-Based Connectivity and Foreign Headquarter Location Choice11
Predicting Cross-border Merger and Acquisition Completion through CEO Characteristics: A Machine Learning Approach11
Conducting Research in International Business Through a Complex Adaptive Systems Lens11
The Interplay of Conflicting and Complementing Institutional Logics in Sustainability Practices10
Effects of Internationalization Rhythm and Speed on E-Commerce Firms’ Growth and the Role of Institutional Distances10
Context Effects on Importer Dependence in Export Business Relationships: The Fire Smolders Under the Ice10
How to Synergize Different Institutional Logics of Firms in Cross-border Acquisitions: A Matching Theory Perspective9
R&D and Foreign Subsidiary Performance at or Below the Technology Frontier9
Foreign Language Use, Virtuality, and the Creative Performance of Dyadic Teams9
Protectionism and its Impact on MNC Subsidiaries’ Performance9
The Multiple Dimensions of Embeddedness of Small Multinational Enterprises8
E-commerce Policy and the Global Economy: A Path to More Inclusive Development?8
Overcoming the ESG Voids at Home: Supplier ESG Performance and the Internationalization of Emerging Market Multinational Enterprises8
When Born Globals Grow Up: A Review and Agenda for Research on the Performance of Maturing Early Internationalizers8
The Curvilinear Impact of Cultural Friction on Foreign Divestment8
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