OOIR: Observatory of International Research

Papers

(The TQCC of Global Strategy Journal is 8. 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 2020-04-01 to 2024-04-01.)

Article	Citations
Digitalization and globalization in a turbulent world: Centrifugal and centripetal forces	126
An integrative typology of global strategy and global value chains: The management and organization of cross‐border activities	67
What is digital transformation? Core tensions facing established companies on the global stage	39
The knowledge based view and global strategy: Past impact and future potential	34
Subsidiary upgrading and global value chain governance in the multinational enterprise	31
The MNE and its subsidiaries at times of global disruptions: An international relations perspective	28
Disentangling the relationship between internationalization, incremental and radical innovation, and firm performance	27
International connectivity and the location of multinational enterprises' knowledge‐intensive activities: Evidence from US metropolitan areas	27
Between a rock and a hard place: A critique of economic upgrading in global value chains	24
The consequences of short‐term institutional change in the rule of law for entrepreneurship	22
Relational ownership, institutional context, and internationalization of state‐owned enterprises: When and how are multinational co‐owners a plus?	22
Supplier evolution in global value chains and the new brand game from an attention‐based view	22
The pressure behind corporate social performance: Ownership and institutional configurations	21
A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy	19
Top management team international diversity and the performance of international R&D	19
The importance of rare events and other outliers in global strategy research	19
Move fast and break things: Reassessing IB research in the light of the digital revolution	17
Political risks and foreign direct investments by multinational corporations: A reference point approach	17
Dynamic capability development in multinational enterprises: Reconciling routine reconfiguration between the headquarters and subsidiaries	15
Digitalization of cross‐border R&D alliances: Configurational insights and cognitive digitalization biases	14
Institutions and entrepreneurship in a non‐ergodic world	13
Tapping into emerging markets: EMNEs' strategies for innovation capability building	13
The future of global strategy	12
A multiple agency view of venture capital investment duration: The roles of institutions, foreignness, and alliances	12
Rent appropriation in global value chains: The past, present, and future of intangible assets	11

The dark side of informal institutions: How crime, corruption, and informality influence foreign firms' commitment	11
Into the unknown: The extent and boldness of firms' international footprint	11
A learning portal model of emerging markets multinationals	11
When do latecomer firms undertake international open innovation: Evidence from China	10
Boards' relevant experience and international strategy: A recipe for success or a case of too many cooks?	9
Resource dependence theory in international business: Progress and prospects	9
The impact of institutions on the entrepreneurial orientation‐performance relationship	9
Time to change lanes: How pro‐market reforms affect informal ventures' formalization speed	8
The interplay between location and strategy in a turbulent age	8
The enduring effects of relational attributes on subsidiary evolution after mandate loss	8
Navigating the paradox of global scaling	8