Journal of World Business

Papers
(The median citation count of Journal of World Business is 9. 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 2021-05-01 to 2025-05-01.)
ArticleCitations
Editorial Board186
Exit or stay: A critical incident analysis of decision-making in conflict-torn countries111
What subnational analysis could mean for IB research? Evidence for home bias reversals based on catchment area alcohol sales in Ontario104
Imitation and rapid internationalization of emerging market firms102
Co-evolutionary decoupling in EMNEs’ internationalisation: A Chinese bank's journey of drifting apart from the US-led global financial system92
Strategic agility, environmental uncertainties and international performance: The perspective of Indian firms84
Emerging market multinationals’ liability of outsidership82
Revisiting Gooderham et al. (1999) “Institutional and Rational Determinants of Organizational Practices: Human Resource Management in European Firms”79
(Im)migrants’ appropriation of culture: Reciprocal influence of personal and work contexts69
Time in international strategic alliances: Progress and prospect67
Global market integration, efficiency orientation, and drivers of foreign subsidiary divestments65
Escaping the rut: Bridging research on expatriate and organizational newcomer adjustment64
Improving global value chain governance: Empowering women through third-party interventions within institutionally fragile contexts64
CSR as a capability-building response to exogenous shocks by Lebanese MNEs63
Do within-subject standardized indices of societal culture distort reality? An illustration with the national Tightness culture scale58
When social movements close institutional voids: Triggers, processes, and consequences for multinational enterprises46
Challenging the orthodoxy in international business research: Directions for “new” research areas42
The attention-based view and the multinational corporation: Review and research agenda40
Cycles of de-internationalization and re-internationalization: Towards an integrative framework40
Using field and quasi experiments and text-based analysis to advance international business theory40
Improving subsidiary performance via inpatriate assignments: The role of host country national subsidiary CEOs’ social ties and motivational cultural intelligence35
Institutional unpredictability and foreign exit−reentry dynamics: The moderating role of foreign ownership34
Sustainable value creation in multinational enterprises: The role of corporate governance actors34
Go small or go home: Operational exposure to violent conflicts and foreign subsidiary exit33
Editorial Board31
Strategic vulnerabilities of emerging market MNCs – How litigation experiences in weak patent systems increase the risks of patent litigation abroad31
Do international new ventures have attraction advantages? Insights from a recruitment perspective31
Mitigating soft and hard infrastructure deficiencies in emerging markets30
Temporality and the first foreign direct investment30
Addressing psychic distance and learning in international buyer-seller relationships: The role of firm exploration and asset specificity30
Organizational scaling: The role of knowledge spillovers in driving multinational enterprise persistent rapid growth30
Cultural intelligence and work-related outcomes: A meta-analytic examination of joint effects and incremental predictive validity30
Unlearning diversity management28
Emerging market internationalizing firms: Learning through internationalization to achieve entrepreneurial orientation28
A comparative evaluation of seven instruments for measuring values comprising Hofstede's model of culture27
Temporality and firm de-internationalization: Three historical approaches27
International product adaptation and performance: A systematic analysis of the literature and agenda for future research27
Institutional fragility and internationalization of Indian firms: Moderating effects of inward FDI and linkages27
A framework for a more reflexive engagement with ethnography in International Business Studies27
Caution ahead! The long-term effects of initial export intensity and geographic dispersion on INV development27
Editorial Board27
How do entrepreneurs' cross-cultural experiences contribute to entrepreneurial ecosystem performance?25
The impact of board of directors’ characteristics on the internationalization of family SMEs24
International business under sanctions24
Making the unlikely marriage work: The integration process of Chinese strategic asset-seeking acquisitions24
Hierarchical modelling in international business research: Patterns, problems, and practical guidelines24
Editorial Board24
Editorial Board24
Orchestrating ecosystem resources in a different country: Understanding the integrative capabilities of sharing economy platform multinational corporations23
Relieving status anxiety: How low-status firms respond to international status-heterophilous relationships23
The Impact of International Mergers and Acquisitions on Rivals’ Performance: The Role of Formal and Informal Institutions23
Modeling a country's political environment using dynamic factor analysis (DFA): A new methodology for IB research23
A double-edged sword? Founder Teams' Prior International Experience and INV International Scale-up22
Foreign identity and organizational crises: Evidence in the U.S. automobile industry21
International business theory and the criminal multinational enterprise21
Editorial Board21
The home country effect on between- and within-firm performance differences21
Cultural Heterozygosity: Towards a New Measure of Within-Country Cultural Diversity20
Winning intellectual property rights lawsuits in China20
Editorial Board20
On religion as an institution in international business: Executives’ lived experience in four African countries19
Editorial Board19
Institutionalization of protection for intangible assets: Insights from the counterfeit and pirated goods trade in sub-Saharan Africa18
How do cross-country differences in institutional trust and trust in family explain the mixed performance effects of family management? A meta-analysis18
Opportunism and trust in cross- national lateral collaboration: the Renault-Nissan Alliance and a theory of equity-trust17
The effect of sanctions on macro talent management: The case of Russia17
Decoupling in international business: Evidence, drivers, impact, and implications for IB research17
Necessary conditions in international business research–Advancing the field with a new perspective on causality and data analysis17
Editorial Board17
Disasters and international business: Insights and recommendations from a systematic review16
Re-examining foreign subsidiary survival in a transition economy: Impact of market identity overlap and conflict16
Overcoming legitimacy challenges of novel HRM practices during internationalization: The case of two food-delivery platforms16
Context and contextualization: The extended case method in qualitative international business research16
The art of rhetoric: Host country political hostility and the rhetorical strategies of foreign subsidiaries in developing economies16
Multinationals’ misbehavior16
Boundary-spanning coordination: Insights into lateral collaboration and lateral alignment in multinational enterprises16
How much does host country matter, really?15
Accessing host country national talent in emerging economies: A resource perspective review and future research agenda15
Proactive Environmental Strategy, Foreign Institutional Pressures, and Internationalization of Chinese SMEs14
When does the internationalization process begin? Problematizing temporal boundaries in international business14
Editorial Board14
Editorial Board14
The nature of innovation in global value chains14
Towards a behavioral theory of MNC response to political risk and uncertainty: The role of CEO wealth at risk14
Exploring Corporate Philanthropy, Home Country Foreign Aid, and Country of Origin-Based Stigma for Multinational Enterprises: An Experimental Study13
Lateral collaboration and boundary-spanning from a global leadership perspective: The case of global account managers13
‘Caught in the middle’: Effects on and reactions of Vietnamese timber exporters in the context of US-China economic sanctions13
Research on host-country nationals in multinational enterprises: The last five decades and ways forward13
Economic nationalism and internationalization of services: Review and research agenda13
Network effects, word of mouth, and entry performance: A study of digital freemium products13
Exogenous shocks and MNEs: Learning from pandemics, conflicts, and other major disruptions12
Multinational enterprise parent-subsidiary governance and survival12
Learning and innovation of Chinese firms along the paths of “Bring In” to “Go Global”12
Career satisfaction of expatriates in humanitarian inter-governmental organizations12
How classical and entrepreneurial brand management increases the performance of internationalising SMEs?12
Servant leadership across the globe: Assessing universal and culturally contingent relevance in organizational contexts12
Editorial Board11
Editorial Board11
Editorial Board11
Foreign market exit in family firms: Do historical military and cultural frictions matter?11
Revealing the promise of microfoundations for international business research: A modular approach11
Inconsistent performance feedback and firm internationalization: Can CEOs remove the haze?11
Foreign to all but fluent in many: The effect of multinationality on shock resilience11
International vertical alliances within the international business field: A systematic literature review and future research agenda10
Scale-ups and scaling in an international business context10
Cultivating entrepreneurial human capital in multinational corporations: An intercultural paradox mindset lens10
Knowledge management of emerging economy multinationals10
Extradition treaties and emerging market firms’ host country location choice✰10
Editorial Board9
Actor legitimation in emerging markets: A network-embedded process9
Liability of informality and firm participation in global value chains9
Should we stay or should we exit? Dilemmas faced by multinationals under sanctioned regimes9
The hows and whys of foreign operation mode combinations: The role of knowledge processes9
From heterogeneity to inequality: The impact of nationality diversity on leadership in multinational teams9
Who is doing “transnational diaspora entrepreneurship”? Understanding formal identity and status9
Language-based discrimination in multilingual organizations: A comparative study of migrant professionals’ experiences across physical and virtual spaces9
International Business, digital technologies and sustainable development: Connecting the dots9
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