OOIR: Observatory of International Research

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 2021-02-01 to 2025-02-01.)

Article	Citations
Learning Through Firms’ Overseas Subsidiaries in the United States and China: Linking Host Country Environments into Technological Learning Outcome Types	50
Turning the Tables: The Relationship Between Performance and Multinationality	42
The Effects of Project Scale on FDI Location Choices: Evidence from Emerging Economies	33
Archetypes of Driver Combinations Leading to Foreign Market Exit: An Investigation into European Grocery Retailing	26
Dealing with Trust Deficit and Liabilities of Foreignness in Host Countries: Chinese Multinational Enterprises in Australia	25
Acknowledgement to MIR Board Members and Ad hoc Reviewers	21
The Effects of Timing and Order of Government Support Mechanisms for SME Exports	21
Subsidiary Capital Structure in Multinational Enterprises: A New Internalization Theory Perspective	20
Foreign Equity Valuations of Emerging Market Firms: The Effects of Institutional Distance and Information Spillovers	19
Social Innovation and the Financial Risk of EMNCs - The Contingent Role of Institutional Legitimacy	18
The Curvilinear Impact of Cultural Friction on Foreign Divestment	18
Organizational Influences and Performance Impact of Cross-Border E-Commerce Barriers: The Moderating Role of Home Country Digital Infrastructure and Foreign Market Internet Penetration	18
The Diary Method in International Management Research	18
Let Us Halt the Resurgence of Protectionism: Trade Openness, Innovation Ecosystem, and Workforce Diversity in the Knowledge-Based Economy	17
Born Global Maturity: Strategic Aspects and Performance Consequences	17
Language Operative Capacity in Small and Medium-sized Enterprises	16
Enhancing International Buyer-Seller Relationship Quality and Long-Term Orientation Using Emotional Intelligence: The Moderating Role of Foreign Culture	15
Institutional Complementarity and Substitution in Indian Multinational Enterprises’ Cross-Border Investment Decisions	15
Employer Attractiveness of EMNEs: The Role of CSR in Overcoming Country-of-Origin Image Constraints in Developed Host Countries	12
Speed of International Expansion: The Mediating Role of Network Resources Mobilisation	12
Emerging Market Multinational Family Business Groups and the Use of Family Managers in Foreign Subsidiaries	12
How Can SMEs Use Crowdfunding Platforms to Internationalize? The Role of Equity and Reward Crowdfunding	11
When East Meets West in Building Organisational Resilience: An Exploratory Study Among Bangladeshi Exporters	11
De-internationalization: A Thematic Review and the Directions Forward	11
‘Thinking About How We Think’: Using Bourdieu’s Epistemic Reflexivity to Reduce Bias in International Business Research	11

Breaking Barriers: How Do the Marketing Capabilities of Emerging-Market Micro-Multinationals Drive Social Innovation?	10
International Diversification and MNE Innovativeness: A Contingency Perspective of Foreign Subsidiary Portfolio Characteristics	9
Is Chain Affiliation a Strategic Asset or Constraint in Emerging Economies? Competitive Strategies and Performance in the Russian Hotel Industry	9
Driving Social Innovation in Bottom-of-the-Pyramid Markets through International Social Alliances: The Role of Legitimacy	8
Examining the Drivers and Boundary Conditions of Social Innovation: Evidence from MNE Subsidiaries in a Developing Economy	8
Market or Community? An Institutional Logics Interpretation of how MNE Subsidiaries Respond to Mandated Social Innovation in India	8
Dynamic Capabilities, Internationalization and Growth of Small- and Medium-Sized Enterprises: The Roles of Research and Development Intensity and Collaborative Intensity	8
Multinational Corporations and Social Innovation in Emerging Markets	8
Strangers in a Strange Land: Legitimacy Formation by Polish Multinationals Venturing into Sub-Saharan Africa	8