OOIR: Observatory of International Research

Papers

(The median citation count of Global Strategy Journal is 3. 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 2020-11-01 to 2024-11-01.)

Article	Citations
Digitalization and globalization in a turbulent world: Centrifugal and centripetal forces	156
What is digital transformation? Core tensions facing established companies on the global stage	63
The knowledge based view and global strategy: Past impact and future potential	49
Disentangling the relationship between internationalization, incremental and radical innovation, and firm performance	36
International connectivity and the location of multinational enterprises'knowledge‐intensiveactivities: Evidence fromUSmetropolitan areas	36
The MNE and its subsidiaries at times of global disruptions: An international relations perspective	35
Top management team international diversity and the performance of international R&D	27
The consequences ofshort‐terminstitutional change in the rule of law for entrepreneurship	27
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy	25
The importance of rare events and other outliers in global strategy research	24
Move fast and break things: Reassessing IB research in the light of the digital revolution	22
Resource dependence theory in international business: Progress and prospects	18
The impact of institutions on the entrepreneurial orientation‐performance relationship	18
The future of global strategy	17
The dark side of informal institutions: How crime, corruption, and informality influence foreign firms' commitment	17
Digitalization of cross‐border R&D alliances: Configurational insights and cognitive digitalization biases	16
Tapping into emerging markets: EMNEs' strategies for innovation capability building	16
A multiple agency view of venture capital investment duration: The roles of institutions, foreignness, and alliances	15
Rent appropriation in global value chains: The past, present, and future of intangible assets	15
Institutions and entrepreneurship in a non‐ergodic world	15
When do latecomer firms undertake international open innovation: Evidence from China	13
Formal institutional context in global strategy research: A layer cake perspective	11
Into the unknown: The extent and boldness of firms' international footprint	11
A learning portal model of emerging markets multinationals	11
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society	11

Navigating the paradox of global scaling	11
Incidence of cultural, economic, and environmental factors in the emergence of born‐global companies in Latin America	10
Time to change lanes: How pro‐market reforms affect informal ventures' formalization speed	10
Speed of institutional change and subsidiary performance: The moderating impact of home and host country learning	10
Directionality matters: Board interlocks and firm internationalization	9
Complexity offering opportunity: Mutual learning between Zhejiang Geely Holding Group and Volvo Cars in the post‐acquisition process	9
Location capabilities, institutional distance, and start‐up survival	9
Chief executive officer power and initial public offering underpricing: Examining the influence of demand‐side cultural power distance	9
Government policy, filial piety, and foreign direct investment	9
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension	8
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies	8
Characteristics of digital artifacts in international endeavors of digital‐basedinternational new ventures	8
The interplay between location and strategy in a turbulent age	8
Founder and professionalCEOs' performance differences across institutions: Ameta‐analyticstudy	8
When are global decisions strategic?	8
Extending internalization theory: Integrating international business strategy with international management	7
“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges	7
Digital sales channels and the relationship between product and international diversification: Evidence from going digital retail MNEs	7
Friends, foes, or “frenemies”: Intercountry relations and cross‐border acquisitions	7
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective	6
Externalities in global value chains: Firm solutions for regulation challenges	6
International diversification, legitimacy, and corporate social performance of extractive industry multinationals	6
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view	6
Global strategy collections: Emerging market multinational enterprises	6
Locational strategy: Understanding location in economic geography and corporate strategy	6
Strategizing and economizing in global strategy	5
National innovation policies and knowledge acquisition in international alliances	5
Boots on the ground: Foreign direct investment by born digital firms	5
The moderating role of polycentric institutions in the relationship between effectuation/causation logics and corporate entrepreneur's decision‐making processes	5
Rethinking intrapreneurship in the established MNE	5
How the country context shapes firms' competitive repertoire complexity	5
In the name of national security: Foreign takeover protection and firm innovation efficiency	5
International experience and imitation of location choices: The role of experience interpretation and assessment and its board‐level microfoundations	4
Complexity and multinationals	4
Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance	4
Responsibility boundaries and the governance of global value chains: The interplay of efficiency, ethical, and institutional pressures in global strategy	4
Financial hedging and operational flexibility as instruments to manage exchange‐rate uncertainty in multinational corporations	4
Subsidiary capability and charter change: Making Birkinshaw and Hood's framework actionable	4
Developing successful assumed autonomy‐based initiatives: An attention‐based view	4
Building the algorithm commons: Who discovered the algorithms that underpin computing in the modern enterprise?	4
Foreign direct investment in the context of rising populism: The role of institutions and firm‐level internationalization	3
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement	3
R&D alliances and SMEs post‐entry internationalization speed: The impact of alliance management capability and co‐innovation ambidexterity	3
International environmental complexity and the demand for generalists and specialists in executive selection	3
Cultural dispersion and stock liquidity	3
Geographical reconfiguration in global value chains: Search within limited space?	3