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 2021-02-01 to 2025-02-01.)

Article	Citations
Issue information ‐ TOC	63
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view	57
Issue Information ‐ TOC	38
Issue information ‐ TOC	36
	36
Friends, foes, or “frenemies”: Intercountry relations and cross‐border acquisitions	29
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement	27
Rethinking intrapreneurship in the established MNE	26
The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback	23
MNCs' corporate social irresponsibility and foreign subsidiary performance	22
“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges	20
Complexity and multinationals	18
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy	17
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society	17
The consequences ofshort‐terminstitutional change in the rule of law for entrepreneurship	16
Does prior success influence risk‐taking in foreign location decisions? A prospect theory perspective	16
Issue information ‐ TOC	16
Issue information ‐ TOC	15
	13
Offshore FDI, tax havens, and productivity: A network analysis	13
Are foreign‐born CEOs held to a higher performance standard? The role of national origin in CEO dismissals	11
When are global decisions strategic?	11
Issue Information ‐ TOC	11
Into the unknown: The extent and boldness of firms' international footprint	11
International connectivity and the location of multinational enterprises'knowledge‐intensiveactivities: Evidence fromUSmetropolitan areas	10

Tapping into emerging markets: EMNEs' strategies for innovation capability building	10
Issue information ‐ TOC	10
	10
Speed of institutional change and subsidiary performance: The moderating impact of home and host country learning	9
	9
The knowledge based view and global strategy: Past impact and future potential	9
	9
Institutions and entrepreneurship in a non‐ergodic world	9
Issue Information ‐ TOC	9
Inward FDI and local firms' political connections in emerging markets: Evidence from China	8
National innovation policies and knowledge acquisition in international alliances	8
Geographical reconfiguration in global value chains: Search within limited space?	8
Theorizing about emerging multinationals' cross‐border acquisitions	8
Navigating the paradox of global scaling	8
Externalities in global value chains: Firm solutions for regulation challenges	8
International environmental complexity and the demand for generalists and specialists in executive selection	7
Cross‐investments by multinationals: A new perspective	7
	7
Between a rock and a hard place: The consequences of complex headquarters configurations for subsidiary R&D activities	7
Locational boundness of resource, compatibility of production, and downside risks of multinationality	6
Developing successful assumed autonomy‐based initiatives: An attention‐based view	6
The moderating role of polycentric institutions in the relationship between effectuation/causation logics and corporate entrepreneur's decision‐making processes	6
Digitalization of cross‐border R&D alliances: Configurational insights and cognitive digitalization biases	6
In the name of national security: Foreign takeover protection and firm innovation efficiency	6
Chief executive officer power and initial public offering underpricing: Examining the influence of demand‐side cultural power distance	5
Culture, international stakeholders, and crowdfunding	5
The impact of institutions on the entrepreneurial orientation‐performance relationship	5
The interplay between location and strategy in a turbulent age	5
	5
	5
Move fast and break things: Reassessing IB research in the light of the digital revolution	5
Responsibility boundaries and the governance of global value chains: The interplay of efficiency, ethical, and institutional pressures in global strategy	4
Erratum to “Huang P, Madhavan R. Dumb money or smart money? Meta‐analytically unpacking corporate venture capital”	4
Do financial crises moderate the influence of stakeholder rights protection on M&A activity: The influence of institutional logics and power?	4
	4
	4
Are governance mode and foreign location choices independent?	4
Issue information ‐ TOC	3
Issue Information ‐ TOC	3
	3
Issue Information ‐ TOC	3
Ownership, institutions, and the agency of M&A completion	3
Does fairness narrow the gap? Effect of procedural justice on MNE attention disparity	3
International diversification, legitimacy, and corporate social performance of extractive industry multinationals	2
Strategizing and economizing in global strategy	2
The future of global strategy	2
Incidence of cultural, economic, and environmental factors in the emergence of born‐global companies in Latin America	2
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective	2
Managers and internationalization decisions: An affect‐enacted model	2
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC	2

Extending internalization theory: Integrating international business strategy with international management