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 2021-05-01 to 2025-05-01.)
ArticleCitations
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view99
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement50
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Navigating the paradox of global scaling43
Issue Information ‐ TOC35
When are global decisions strategic?33
International connectivity and the location of multinational enterprises'knowledge‐intensiveactivities: Evidence fromUSmetropolitan areas30
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International environmental complexity and the demand for generalists and specialists in executive selection23
19
Issue Information ‐ TOC19
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective19
Issue information ‐ TOC19
What is digital transformation? Core tensions facing established companies on the global stage18
Managers and internationalization decisions: An affect‐enacted model18
17
How the country context shapes firms' competitive repertoire complexity16
Formal institutional context in global strategy research: A layer cake perspective16
Government policy, filial piety, and foreign direct investment15
HQ controls, agency costs, and procedural justice15
Issue Information ‐ TOC15
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation14
Issue Information ‐ TOC13
“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges13
Location capabilities, institutional distance, and start‐up survival13
Rethinking intrapreneurship in the established MNE13
Inward FDI and local firms' political connections in emerging markets: Evidence from China12
Speed of institutional change and subsidiary performance: The moderating impact of home and host country learning12
Offshore FDI, tax havens, and productivity: A network analysis11
The long‐term domestic dominance of the multinational enterprise11
Institutions and entrepreneurship in a non‐ergodic world11
Externalities in global value chains: Firm solutions for regulation challenges10
Developing successful assumed autonomy‐based initiatives: An attention‐based view10
Locational boundness of resource, compatibility of production, and downside risks of multinationality10
Chief executive officer power and initial public offering underpricing: Examining the influence of demand‐side cultural power distance10
The microfoundations of international commitment decisions: Creating joint opportunity meanings9
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Rent appropriation in global value chains: The past, present, and future of intangible assets9
Does fairness narrow the gap? Effect of procedural justice on MNE attention disparity9
Issue Information ‐ TOC9
Issue Information ‐ TOC9
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC9
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society8
Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure8
The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback8
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy8
Board of director effectiveness and informal institutions: A meta‐analysis8
Issue Information ‐ TOC7
Move fast and break things: Reassessing IB research in the light of the digital revolution7
Issue Information ‐ TOC7
National innovation policies and knowledge acquisition in international alliances7
Tapping into emerging markets: EMNEs' strategies for innovation capability building7
Time to change lanes: How pro‐market reforms affect informal ventures' formalization speed7
The interplay between location and strategy in a turbulent age7
Ownership, institutions, and the agency of M&A completion7
International experience and imitation of location choices: The role of experience interpretation and assessment and its board‐level microfoundations6
Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize6
Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance6
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies6
The dark side of informal institutions: How crime, corruption, and informality influence foreign firms' commitment5
Networks of internationalizing digital platforms in physical place and digital space5
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises5
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension5
Issue information ‐ TOC4
Does prior success influence risk‐taking in foreign location decisions? A prospect theory perspective4
Financial hedging and operational flexibility as instruments to manage exchange‐rate uncertainty in multinational corporations4
Cross‐investments by multinationals: A new perspective3
Issue Information ‐ TOC3
Theorizing about emerging multinationals' cross‐border acquisitions3
Erratum to “Huang P, Madhavan R. Dumb money or smart money? Meta‐analytically unpacking corporate venture capital”3
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