Global Strategy Journal

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 2022-05-01 to 2026-05-01.)
ArticleCitations
149
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement126
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view67
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When are global decisions strategic?30
International environmental complexity and the demand for generalists and specialists in executive selection28
26
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Governing sustainability in multinational companies: Headquarter‐subunit strategic alignment and control mechanisms22
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What is digital transformation? Core tensions facing established companies on the global stage18
Managers and internationalization decisions: An affect‐enacted model18
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective18
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Formal institutional context in global strategy research: A layer cake perspective17
How the country context shapes firms' competitive repertoire complexity17
Government policy, filial piety, and foreign direct investment16
How data barriers shape international strategy16
HQ controls, agency costs, and procedural justice16
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation14
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Rethinking intrapreneurship in the established MNE13
Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets12
Externalities in global value chains: Firm solutions for regulation challenges12
The long‐term domestic dominance of the multinational enterprise11
Inward FDI and local firms' political connections in emerging markets: Evidence from China11
Offshore FDI, tax havens, and productivity: A network analysis11
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC10
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Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions9
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Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure8
The microfoundations of international commitment decisions: Creating joint opportunity meanings7
Political stigmatization across US host government agencies and strategic responses by Chinese MNEs7
Board of director effectiveness and informal institutions: A meta‐analysis7
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy7
The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback6
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies5
National innovation policies and knowledge acquisition in international alliances5
Issue Information ‐ TOC5
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Ownership, institutions, and the agency of M&A completion5
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society5
Networks of internationalizing digital platforms in physical place and digital space4
Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize4
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises3
Foreign takeover protection and corporate social responsibility3
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension3
Protecting CSR ‐based reputation abroad: Intra‐firm trade as a governance mechanism3
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