Global Strategy Journal

Papers
(The median citation count of Global Strategy Journal is 4. 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 2022-01-01 to 2026-01-01.)
ArticleCitations
139
Cross‐border acquisitions by sovereign wealth funds: A legitimacy‐based view101
When do investors see value in international environmental management certification of multinational corporations? A study of ISO 14001 certification after the Paris Agreement70
When are global decisions strategic?61
52
Issue Information ‐ TOC46
39
33
Issue Information ‐ TOC32
Navigating the paradox of global scaling28
28
International environmental complexity and the demand for generalists and specialists in executive selection26
26
Managers and internationalization decisions: An affect‐enacted model24
23
Issue information ‐ TOC20
Issue Information ‐ TOC20
What is digital transformation? Core tensions facing established companies on the global stage19
Choosing misaligned governance modes when offshoring business functions: A prospect theory perspective19
Issue Information ‐ TOC18
How the country context shapes firms' competitive repertoire complexity18
Formal institutional context in global strategy research: A layer cake perspective18
How data barriers shape international strategy16
Government policy, filial piety, and foreign direct investment15
HQ controls, agency costs, and procedural justice15
Legitimacy in flux: A moderated mediation model of the liability of foreignness in global IPO markets14
Offshore FDI, tax havens, and productivity: A network analysis14
Rethinking intrapreneurship in the established MNE14
Issue Information ‐ TOC14
The complexity of post‐mergers and acquisitions reorganization: Integration and differentiation14
“Us” and “them”: Corporate strategic activism, horizontal inequalities, and society's capacity to address its grand challenges14
Issue Information ‐ TOC14
Externalities in global value chains: Firm solutions for regulation challenges13
Inward FDI and local firms' political connections in emerging markets: Evidence from China12
The long‐term domestic dominance of the multinational enterprise12
Locational boundness of resource, compatibility of production, and downside risks of multinationality11
Board effectiveness and internalization benefits: Theory and evidence from value creation in cross‐border acquisitions11
A perspective on three trade‐offs of blockchain technology for the global strategy of the MNC11
Issue Information ‐ TOC10
10
Issue Information ‐ TOC10
Rent appropriation in global value chains: The past, present, and future of intangible assets9
9
Scarce resources or damaged goods? On the legitimacy of laid‐off workers following MNC failure9
The microfoundations of international commitment decisions: Creating joint opportunity meanings8
The multifaceted ownership change of foreign subsidiaries: The diverse responses to different types of negative performance feedback8
Issue Information ‐ TOC8
Board of director effectiveness and informal institutions: A meta‐analysis8
Tapping into emerging markets: EMNEs' strategies for innovation capability building7
Issue Information ‐ TOC7
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy7
National innovation policies and knowledge acquisition in international alliances7
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society7
The interplay between location and strategy in a turbulent age6
Ownership, institutions, and the agency of M&A completion6
Move fast and break things: Reassessing IB research in the light of the digital revolution6
Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize5
Role of context in knowledge flows: Host country versus headquarters as sources of MNC subsidiary knowledge inheritance5
Networks of internationalizing digital platforms in physical place and digital space5
Issue Information ‐ TOC5
Protecting CSR ‐based reputation abroad: Intra‐firm trade as a governance mechanism4
The role of institutional quality and industry dynamism in explaining firm performance in emerging economies4
Leviathan as a financial godfather: Debt advantages of wholly state‐owned enterprises4
International experience and imitation of location choices: The role of experience interpretation and assessment and its board‐level microfoundations4
Foreign takeover protection and corporate social responsibility4
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