OOIR: Observatory of International Research

Papers

(The median citation count of Cross Cultural & Strategic Management is 3. 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
Cross-cultural comparison of mental health between Japanese and Dutch workers: relationships with mental health shame, self-compassion, work engagement and motivation	54
Added cultural distance and ownership in cross-border acquisitions	30
A test of Hofstede's model of culture following his own approach	27
Culture, productivity and competitiveness: disentangling the concepts	19
Reclaiming the heterogeneity of the Arab states	19
Cross Cultural and Strategic Management: a retrospective overview using bibliometric analysis	16
Enjoying or refraining from risk? The impact of implicit need for achievement and risk perception on SME internationalization	15
Cultural dimensions as correlates of favoritism and the mediating role of trust	15
When strategic consensus matters: dynamic managerial capabilities and firm internationalization as seen by TMT	14
The entrepreneurial advantages of experiencing foreignness: leveraging shocks for capability clusters	14
Early evidence of leadership skills and strategies in managing the impact of COVID-19 pandemic in the hospitality industry	14
Humanistic paradigm in leadership practice – a case study of a Confucian entrepreneur	13
The role of national culture in the relationship between microfinance outreach and sustainability: a correlated random effects approach	12
Humanistic leadership in a Chinese context	12
Investigating the impacts of microlevel CSR activities on firm sustainability: mediating role of CSR performance and moderating role of top management support	12
A social practice theory perspective on green marketing initiatives and green purchase behavior	11
Mechanism of humanistic leadership for success: lessons from Konosuke Matsushita	11
Micro-foundations of small business internationalization: introduction to the Special Section	11
Expatriate demographic characteristics and host country national support: an empirical investigation in Central/South America	10
Humanistic leadership in Thailand: a mix of indigenous and global aspects using a cross-cultural perspective	10
Editorial: Competitive productivity (CP): advancing the competitiveness paradigm	10
Humanistic leadership in the UAE context	10
How relationship quality, autonomous work motivation and socialization experience influence the adjustment of self-initiated expatriates in China	10
Expatriates as catalysts: what and how Vietnamese locals learn from self-initiated expatriates	10
Guest editorial	10

The concept of competitive productivity (CP): a linguistic investigation	10
Moderating effects of national culture on the psychological contract breach and outcome relationship: a meta-analysis	10
Individualism-collectivism cultural differences in performance feedback theory	9
Humanistic leadership in the Tata group: the synergy in personal values, organisational strategy and national cultural ethos	9
Cultivate customer loyalty in national culture: a meta-analysis of electronic banking customer loyalty	9
Closeness or opportunistic behavior? Mediating the business ecosystem governance mechanisms and coordination relationship	9
Friend or foe? The effects of harmonious and obsessive passion on entrepreneurs’ well-being, strain and social loneliness	8
On the micro-foundations of corporate social responsibility: a perspective based on dynamic managerial capabilities	8
Cross-cultural differences in information processing of chatbot journalism: chatbot news service as a cultural artifact	8
Competitive productivity and the challenge of metastasis under rising societal complexity	7
Why competitive productivity sometimes goes too far: a multilevel evolutionary model of “karoshi”	7
Limiting role of resource dependence: an examination of director interlocks, board meetings and family ownership	7
Leading in an Amish Paradise: humanistic leadership in the Old Order Amish	7
Family firms, national culture and corporate social performance: a meta-analysis	7
Family firms and their participation in cross-border acquisition waves: evidence from India	7
South Korean humanistic leadership	7
Doing well by doing good: why is investing in university social responsibility a good business for higher education institutions cross culturally?	6
A systematic international entrepreneurship review and future research agenda	6
Can the media breed CEO overconfidence? A sociocognitive perspective in the Chinese context	6
CSR authenticity and micro-foundations of business: a systematic review	6
From focus to ambidexterity: the choice of catch-up strategy for EMNEs	5
The too-much-of-a-good-thing effect of new ventures' opportunity development on innovation strategy under the Chinese context	5
Strategic improvisation: an introductory conceptual framework	5
The dark side of teamwork–the relationship between social stressors, social resources and team member well-being in monocultural and multicultural work teams	5
Relationship between Big Five personality traits and knowledge sharing behaviour: moderating role of Islamic work ethics	5
Gender differences in organizational commitment and rewards within Japanese manufacturing companies in China	5
What matters for the future? Comparing Globe's future orientation with Hofstede's long-term orientation	5
Mission drift or mission fulfillment? Examining microfinance's financial and social performance with growth curve modeling and variance decomposition	5
The impact of organizational position level and cultural flow direction on the relationship between cultural intelligence and expatriate cross-border adaptation	5
The role of subnational cultural value on animosity: the China-South Korea THAAD crisis	5
Mathematical modeling of optimal allocation of remote workforce: an interdisciplinary investigation with Hofstede's cultural factors and managerial ability	4
Demystifying the role of internal dynamics in the path of innovative competitiveness: a serial mediation model of international joint ventures	4
Cultural distance and customer orientation strategy of Chinese service MNEs under the belt and road initiative	4
Ethically questionable negotiation tactics: the differential roles of national, societal and individual cultural values	4
State ownership and early internationalization of Chinese firms: the moderating roles of firm size and the proportion of SOEs	4
Dynamic transformation of communal and exchange schemata in multicultural relationships	4
Collectivistic norms, beliefs and Mexican OCBs: gender and generation differences	4
Does humane orientation matter? A cross-cultural study of job characteristics needs-supplies fit/misfit and affective organizational commitment	4
The relevance of bilateral political relations between countries for the completion stage premium of cross-border mergers and acquisitions	3
Interpersonal knowledge transfer within the multinational enterprise: incorporating identity based quasi-formal knowledge governance mechanisms	3
Cognitive cultural intelligence and entrepreneurial alertness: evidence from highly educated, employed immigrants in the USA	3
Post-entry growth in scope and scale among Chinese multinational enterprises: a structural embeddedness explanation	3
Influence of national and regional level social capital on entrepreneurial activity	3
Competitive productivity in South African public–private partnerships	3
Extending the boundaries of psychological ownership research: measurement, outcomes, cultural moderators	3
Consequences of xenocentrism and ethnocentrism on brand image of Starbucks: moderating effects of national culture and perceived brand globalness between Colombia and Spain	3
Influence of socioemotional wealth on non-family managers’ risk taking and product innovation in family businesses	3
Choosing between the formal and informal economy: how do managers decide?	3
An international market segmentation model based on susceptibility to global consumer culture	3