OOIR: Observatory of International Research

Papers

(The median citation count of Global Strategy Journal is 2. 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 2020-04-01 to 2024-04-01.)

Article	Citations
Digitalization and globalization in a turbulent world: Centrifugal and centripetal forces	126
An integrative typology of global strategy and global value chains: The management and organization of cross‐border activities	67
What is digital transformation? Core tensions facing established companies on the global stage	39
The knowledge based view and global strategy: Past impact and future potential	34
Subsidiary upgrading and global value chain governance in the multinational enterprise	31
The MNE and its subsidiaries at times of global disruptions: An international relations perspective	28
International connectivity and the location of multinational enterprises' knowledge‐intensive activities: Evidence from US metropolitan areas	27
Disentangling the relationship between internationalization, incremental and radical innovation, and firm performance	27
Between a rock and a hard place: A critique of economic upgrading in global value chains	24
Relational ownership, institutional context, and internationalization of state‐owned enterprises: When and how are multinational co‐owners a plus?	22
Supplier evolution in global value chains and the new brand game from an attention‐based view	22
The consequences of short‐term institutional change in the rule of law for entrepreneurship	22
The pressure behind corporate social performance: Ownership and institutional configurations	21
Top management team international diversity and the performance of international R&D	19
The importance of rare events and other outliers in global strategy research	19
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy	19
Political risks and foreign direct investments by multinational corporations: A reference point approach	17
Move fast and break things: Reassessing IB research in the light of the digital revolution	17
Dynamic capability development in multinational enterprises: Reconciling routine reconfiguration between the headquarters and subsidiaries	15
Digitalization of cross‐border R&D alliances: Configurational insights and cognitive digitalization biases	14
Institutions and entrepreneurship in a non‐ergodic world	13
Tapping into emerging markets: EMNEs' strategies for innovation capability building	13
A multiple agency view of venture capital investment duration: The roles of institutions, foreignness, and alliances	12
The future of global strategy	12
Into the unknown: The extent and boldness of firms' international footprint	11

A learning portal model of emerging markets multinationals	11
Rent appropriation in global value chains: The past, present, and future of intangible assets	11
The dark side of informal institutions: How crime, corruption, and informality influence foreign firms' commitment	11
When do latecomer firms undertake international open innovation: Evidence from China	10
The impact of institutions on the entrepreneurial orientation‐performance relationship	9
Boards' relevant experience and international strategy: A recipe for success or a case of too many cooks?	9
Resource dependence theory in international business: Progress and prospects	9
The enduring effects of relational attributes on subsidiary evolution after mandate loss	8
Navigating the paradox of global scaling	8
Time to change lanes: How pro‐market reforms affect informal ventures' formalization speed	8
The interplay between location and strategy in a turbulent age	8
Founder and professionalCEOs' performance differences across institutions: Ameta‐analyticstudy	7
Incidence of cultural, economic, and environmental factors in the emergence of born‐global companies in Latin America	7
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society	7
Location capabilities, institutional distance, and start‐up survival	6
When are global decisions strategic?	6
Directionality matters: Board interlocks and firm internationalization	6
Formal institutional context in global strategy research: A layer cake perspective	6
Speed of institutional change and subsidiary performance: The moderating impact of home and host country learning	6
Complexity offering opportunity: Mutual learning between Zhejiang Geely Holding Group and Volvo Cars in the post‐acquisition process	6
Extending internalization theory: Integrating international business strategy with international management	6
“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges	6
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension	5
International diversification, legitimacy, and corporate social performance of extractive industry multinationals	5
Friends, foes, or “frenemies”: Intercountry relations and cross‐border acquisitions	5
Characteristics of digital artifacts in international endeavors of digital‐based international new ventures	5
Locational strategy: Understanding location in economic geography and corporate strategy	5
Government policy, filial piety, and foreign direct investment	5
Digital sales channels and the relationship between product and international diversification: Evidence from going digital retail MNEs	5
Chief executive officer power and initial public offering underpricing: Examining the influence of demand‐side cultural power distance	5
Developing successful assumed autonomy‐based initiatives: An attention‐based view	4
How the country context shapes firms' competitive repertoire complexity	4
In the name of national security: Foreign takeover protection and firm innovation efficiency	4
Rethinking intrapreneurship in the established MNE	4
Subsidiary capability and charter change: Making Birkinshaw and Hood's framework actionable	4
Inheritance tax, shareholder protection, and the market value of family firms: A cross‐country analysis	4
Global strategy collections: Emerging market multinational enterprises	4
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective	4
International environmental complexity and the demand for generalists and specialists in executive selection	3
Financial hedging and operational flexibility as instruments to manage exchange‐rate uncertainty in multinational corporations	3
The moderating role of polycentric institutions in the relationship between effectuation/causation logics and corporate entrepreneur's decision‐making processes	3
Building the algorithm commons: Who discovered the algorithms that underpin computing in the modern enterprise?	3
Boots on the ground: Foreign direct investment by born digital firms	2
Foreign direct investment in the context of rising populism: The role of institutions and firm‐level internationalization	2
Strategizing and economizing in global strategy	2
Externalities in global value chains: Firm solutions for regulation challenges	2
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises	2
International experience and imitation of location choices: The role of experience interpretation and assessment and its board‐level microfoundations	2
Responsibility boundaries and the governance of global value chains: The interplay of efficiency, ethical, and institutional pressures in global strategy	2
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation	2

Global strategy collections: Multinationality and performance	2
Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance	2
Geographical reconfiguration in global value chains: Search within limited space?	2