Global Strategy Journal

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 2022-06-01 to 2026-06-01.)
ArticleCitations
131
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view70
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement45
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35
32
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When are global decisions strategic?30
25
23
International environmental complexity and the demand for generalists and specialists in executive selection20
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Knowledge sourcing, geopolitics, and FDI : An empirical analysis on the US green and digital sectors20
Governing sustainability in multinational companies: Headquarter‐subunit strategic alignment and control mechanisms20
Managers and internationalization decisions: An affect‐enacted model19
19
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective19
Formal institutional context in global strategy research: A layer cake perspective19
Issue Information ‐ TOC19
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How the country context shapes firms' competitive repertoire complexity17
HQ controls, agency costs, and procedural justice17
Government policy, filial piety, and foreign direct investment15
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation15
How data barriers shape international strategy15
13
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Rethinking intrapreneurship in the established MNE12
Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets11
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The long‐term domestic dominance of the multinational enterprise10
Externalities in global value chains: Firm solutions for regulation challenges10
Inward FDI and local firms' political connections in emerging markets: Evidence from China10
Offshore FDI, tax havens, and productivity: A network analysis10
9
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC9
Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions9
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8
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7
Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure7
The microfoundations of international commitment decisions: Creating joint opportunity meanings6
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Political stigmatization across US host government agencies and strategic responses by Chinese MNEs5
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy5
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The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback5
Board of director effectiveness and informal institutions: A meta‐analysis5
Issue Information ‐ TOC4
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Ownership, institutions, and the agency of M&A completion4
National innovation policies and knowledge acquisition in international alliances4
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies3
Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize3
Networks of internationalizing digital platforms in physical place and digital space2
Protecting CSR ‐based reputation abroad: Intra‐firm trade as a governance mechanism2
Foreign takeover protection and corporate social responsibility2
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises2
Post‐entry internationalization speed, learning speed, and performance: A meta‐analytic review and theory extension2
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