Global Strategy Journal

Papers
(The TQCC of Global Strategy Journal is 9. 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 2020-11-01 to 2024-11-01.)
ArticleCitations
Digitalization and globalization in a turbulent world: Centrifugal and centripetal forces156
What is digital transformation? Core tensions facing established companies on the global stage63
The knowledge based view and global strategy: Past impact and future potential49
Disentangling the relationship between internationalization, incremental and radical innovation, and firm performance36
International connectivity and the location of multinational enterprises'knowledge‐intensiveactivities: Evidence fromUSmetropolitan areas36
The MNE and its subsidiaries at times of global disruptions: An international relations perspective35
Top management team international diversity and the performance of international R&D27
The consequences ofshort‐terminstitutional change in the rule of law for entrepreneurship27
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy25
The importance of rare events and other outliers in global strategy research24
Move fast and break things: Reassessing IB research in the light of the digital revolution22
Resource dependence theory in international business: Progress and prospects18
The impact of institutions on the entrepreneurial orientation‐performance relationship18
The future of global strategy17
The dark side of informal institutions: How crime, corruption, and informality influence foreign firms' commitment17
Digitalization of cross‐border R&D alliances: Configurational insights and cognitive digitalization biases16
Tapping into emerging markets: EMNEs' strategies for innovation capability building16
A multiple agency view of venture capital investment duration: The roles of institutions, foreignness, and alliances15
Rent appropriation in global value chains: The past, present, and future of intangible assets15
Institutions and entrepreneurship in a non‐ergodic world15
When do latecomer firms undertake international open innovation: Evidence from China13
Formal institutional context in global strategy research: A layer cake perspective11
Into the unknown: The extent and boldness of firms' international footprint11
A learning portal model of emerging markets multinationals11
Navigating three vectors of power: Global strategy in a world of intense competition, aggressive nation states, and antagonistic civil society11
Navigating the paradox of global scaling11
Incidence of cultural, economic, and environmental factors in the emergence of born‐global companies in Latin America10
Time to change lanes: How pro‐market reforms affect informal ventures' formalization speed10
Speed of institutional change and subsidiary performance: The moderating impact of home and host country learning10
Government policy, filial piety, and foreign direct investment9
Directionality matters: Board interlocks and firm internationalization9
Complexity offering opportunity: Mutual learning between Zhejiang Geely Holding Group and Volvo Cars in the post‐acquisition process9
Location capabilities, institutional distance, and start‐up survival9
Chief executive officer power and initial public offering underpricing: Examining the influence of demand‐side cultural power distance9
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