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
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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
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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
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
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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
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
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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
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
Pioneering excellence or fleeing mediocracy? Why venture capital firms internationalize5
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
Protecting CSR ‐based reputation abroad: Intra‐firm trade as a governance mechanism4
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