| Journal Article |
File Downloads |
Abstract Views |
| Last month |
3 months |
12 months |
Total |
Last month |
3 months |
12 months |
Total |
| A new approach to data access and research transparency (DART) |
0 |
0 |
1 |
2 |
2 |
3 |
9 |
48 |
| Asian contexts and the search for general theory in management research: A rejoinder |
0 |
0 |
0 |
19 |
2 |
2 |
3 |
99 |
| Book Review |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
11 |
| Book Review |
0 |
0 |
0 |
1 |
0 |
1 |
1 |
16 |
| Book Reviews |
0 |
0 |
0 |
1 |
0 |
0 |
0 |
18 |
| Boundary spanners, HRM practices, and reverse knowledge transfer: The case of Chinese cross-border acquisitions |
0 |
0 |
0 |
20 |
1 |
4 |
10 |
121 |
| Brownfield Acquisitions |
1 |
1 |
2 |
4 |
2 |
4 |
6 |
42 |
| Brownfield Entry in Emerging Markets |
0 |
0 |
1 |
98 |
1 |
4 |
8 |
462 |
| Business groups' outward FDI: A managerial resources perspective |
0 |
0 |
0 |
23 |
1 |
3 |
9 |
139 |
| Business under adverse home country institutions: The case of international sanctions against Myanmar |
1 |
6 |
10 |
53 |
4 |
14 |
51 |
241 |
| Catch-Up and Leapfrogging: Emerging Economy Multinational Enterprises on the Global Stage |
0 |
0 |
0 |
3 |
0 |
1 |
6 |
33 |
| Competitive dynamics in an emerging economy: Competitive pressures, resources, and the speed of action |
1 |
3 |
6 |
42 |
1 |
4 |
16 |
149 |
| Context-bridging and context-embedded experience: Growth drivers of emerging economy business groups |
0 |
0 |
1 |
4 |
0 |
1 |
3 |
28 |
| Contextualising organisational learning: Lyles and Salk in the context of their research |
0 |
1 |
1 |
23 |
5 |
8 |
9 |
103 |
| Contextualizing experience effects in international business: A study of ownership strategies |
0 |
0 |
0 |
7 |
0 |
1 |
3 |
126 |
| Corporate governance in transition economies |
0 |
0 |
0 |
0 |
0 |
2 |
2 |
161 |
| Corruption and Governance in Asia |
0 |
0 |
0 |
55 |
0 |
0 |
1 |
137 |
| Country-of-origin and industry FDI agglomeration of foreign investors in an emerging economy |
0 |
0 |
1 |
43 |
0 |
2 |
6 |
172 |
| Determinants of Employment Growth at MNEs: Evidence from Egypt, India, South Africa and Vietnam |
0 |
1 |
1 |
42 |
1 |
3 |
3 |
206 |
| Diplomatic and corporate networks: Bridges to foreign locations |
0 |
0 |
4 |
103 |
8 |
13 |
30 |
343 |
| Direct Foreign Investment in Eastern Europe the Role of Labor Costs |
0 |
0 |
0 |
23 |
0 |
2 |
4 |
70 |
| Emerging Economy MNEs: How does home country munificence matter? |
0 |
0 |
0 |
25 |
3 |
4 |
13 |
149 |
| Entrepreneurial leadership and MNE subsidiary performance: The moderating role of subsidiary context |
0 |
0 |
2 |
37 |
1 |
1 |
5 |
105 |
| Entrepreneurship and the Post-COVID-19 Recovery in Emerging Economies |
0 |
0 |
0 |
27 |
1 |
2 |
5 |
53 |
| Erratum: Motivating, testing, and publishing curvilinear effects in management research |
0 |
0 |
0 |
4 |
1 |
1 |
3 |
36 |
| Evolution of MNE strategies amid China’s changing institutions: a thematic review |
2 |
2 |
2 |
5 |
7 |
15 |
41 |
51 |
| Export propensity and intensity of subsidiaries in emerging economies |
0 |
0 |
2 |
22 |
3 |
4 |
9 |
121 |
| Extending the internationalization process model: Increases and decreases of MNE commitment in emerging economies |
0 |
0 |
1 |
65 |
0 |
0 |
4 |
231 |
| Foreign Investment Strategies and Sub‐national Institutions in Emerging Markets: Evidence from Vietnam* |
3 |
5 |
13 |
151 |
5 |
12 |
38 |
443 |
| Foreign direct investment in the early years of economic transition: a survey |
0 |
0 |
0 |
40 |
1 |
2 |
6 |
124 |
| Foreign investment location and institutional development in transition economies |
0 |
1 |
6 |
198 |
0 |
5 |
59 |
739 |
| Foreign operation methods |
0 |
0 |
0 |
7 |
0 |
0 |
1 |
47 |
| Globalfocusing: From Domestic Conglomerates to Global Specialists* |
1 |
1 |
2 |
46 |
2 |
3 |
6 |
148 |
| Guest Editors’ Introduction to the Focused Issue: International Business in Central and Eastern Europe |
0 |
0 |
0 |
0 |
1 |
1 |
1 |
2 |
| Home country institutions and the internationalization of state owned enterprises: A cross-country analysis |
0 |
0 |
1 |
39 |
5 |
8 |
14 |
179 |
| How do local and foreign firms compete? Competitive actions in an emerging economy |
0 |
0 |
0 |
7 |
0 |
0 |
6 |
53 |
| How does ownership influence business growth? A competitive dynamics perspective |
0 |
0 |
1 |
14 |
0 |
4 |
8 |
79 |
| How much does host country matter, really? |
0 |
0 |
2 |
6 |
4 |
6 |
13 |
23 |
| How state and market logics influence firm strategy from within and outside? Evidence from Chinese financial intermediary firms |
0 |
2 |
4 |
5 |
3 |
5 |
7 |
24 |
| India and China: Distinct Paths to Global Businesses |
0 |
0 |
1 |
9 |
2 |
2 |
7 |
16 |
| Industrial policy, green challenges, and international business |
1 |
2 |
11 |
11 |
2 |
6 |
38 |
38 |
| Innovation Offshoring, Institutional Context and Innovation Performance: A Meta‐Analysis |
0 |
1 |
2 |
23 |
0 |
4 |
6 |
47 |
| Institutions, Transaction Costs, and Entry Mode Choice in Eastern Europe |
0 |
0 |
0 |
95 |
1 |
5 |
10 |
357 |
| Institutions, resources, and entry strategies in emerging economies |
0 |
0 |
1 |
14 |
1 |
5 |
13 |
132 |
| Integration and responsiveness in subsidiaries in emerging economies |
2 |
3 |
11 |
39 |
13 |
27 |
63 |
214 |
| International Production Networks and Enterprise Transformation in Central Europe |
0 |
0 |
0 |
18 |
2 |
2 |
3 |
61 |
| International business and institutional development in Central and Eastern Europe |
0 |
0 |
1 |
35 |
0 |
1 |
4 |
179 |
| International business in the digital age: Global strategies in a world of national institutions |
4 |
7 |
16 |
30 |
25 |
63 |
122 |
241 |
| International business under sanctions |
5 |
9 |
38 |
154 |
19 |
47 |
163 |
465 |
| Internationalization as an evolutionary process |
1 |
1 |
9 |
93 |
3 |
6 |
30 |
361 |
| Leadership Experience Meets Ownership Structure: Returnee Managers and Internationalization of Emerging Economy Firms |
0 |
0 |
0 |
9 |
1 |
2 |
5 |
53 |
| Learning from the Asian Tigers. Studies in Technology and Industrial Policy |
0 |
1 |
2 |
56 |
1 |
2 |
6 |
119 |
| Linking Theory and Context: ‘Strategy Research in Emerging Economies’ after Wright et al. (2005) |
0 |
0 |
0 |
55 |
4 |
7 |
19 |
348 |
| Management challenges in privatization acquisitions in transition economies |
0 |
0 |
0 |
14 |
1 |
2 |
2 |
82 |
| Managing deep restructuring:: Danish experiences in Eastern Germany |
0 |
0 |
0 |
6 |
0 |
0 |
1 |
27 |
| Managing knowledge in foreign entry strategies: a resource‐based analysis |
1 |
2 |
3 |
10 |
4 |
6 |
8 |
32 |
| Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda |
3 |
5 |
10 |
39 |
13 |
30 |
65 |
410 |
| Motivating, testing, and publishing curvilinear effects in management research |
0 |
0 |
0 |
16 |
0 |
1 |
2 |
101 |
| Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness |
0 |
1 |
5 |
161 |
5 |
12 |
31 |
455 |
| Networks, Serendipity and SME Entry into Eastern Europe |
1 |
2 |
2 |
14 |
2 |
8 |
15 |
99 |
| Organizational Transformation in Transition Economies: Resource‐based and Organizational Learning Perspectives |
0 |
0 |
1 |
45 |
3 |
3 |
6 |
194 |
| Overcoming distrust: How state-owned enterprises adapt their foreign entries to institutional pressures abroad |
1 |
1 |
4 |
43 |
6 |
8 |
21 |
224 |
| Padma Desai (Ed.), Going Global: Transition from Plan to Market in the World Economy |
0 |
0 |
0 |
34 |
1 |
1 |
1 |
133 |
| Perspectives on multinational enterprises in emerging economies |
0 |
1 |
6 |
194 |
2 |
6 |
22 |
624 |
| Post‐Acquisition Restructuring as Evolutionary Process* |
0 |
1 |
1 |
17 |
0 |
1 |
2 |
82 |
| Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions |
0 |
0 |
1 |
78 |
2 |
4 |
18 |
353 |
| Process perspectives in international business research in CEE |
0 |
0 |
0 |
0 |
0 |
1 |
6 |
24 |
| Research Note: The slow growth of foreign direct investment in the Soviet Union successor states |
0 |
0 |
0 |
10 |
1 |
1 |
4 |
55 |
| Rising above Sweatshops: Innovative Approaches to Global Labor Challenges |
0 |
0 |
0 |
64 |
0 |
0 |
1 |
174 |
| Spillovers of technology transfer from FDI: the case of Estonia |
0 |
1 |
4 |
287 |
0 |
5 |
10 |
815 |
| Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach |
1 |
1 |
3 |
62 |
2 |
4 |
8 |
192 |
| Stakeholder Influence and Radical Change: A Coordination Game Perspective |
0 |
0 |
0 |
86 |
0 |
0 |
0 |
352 |
| Strategic Configurations and International Performance of Emerging Economy Multinationals |
0 |
0 |
3 |
8 |
1 |
1 |
6 |
14 |
| Subsidiary research and development, and the local environment |
0 |
0 |
0 |
10 |
1 |
1 |
1 |
76 |
| The Impact of Institutional and Human Resource Distance on International Entry Strategies |
0 |
0 |
3 |
45 |
2 |
3 |
13 |
150 |
| The digital multinational: Navigating the new normal in global business |
0 |
1 |
3 |
27 |
2 |
10 |
24 |
82 |
| The dynamics of emerging economy MNEs: How the internationalization process model can guide future research |
1 |
1 |
1 |
44 |
4 |
7 |
11 |
232 |
| The home country of the MNE: The case of emerging economy firms |
0 |
0 |
0 |
11 |
5 |
6 |
11 |
244 |
| The impact of knowledge and financial resource flows for MNE strategy: A typology of subsidiary roles |
0 |
0 |
2 |
4 |
1 |
1 |
10 |
18 |
| The value of publishing in JIBS |
0 |
0 |
1 |
10 |
1 |
4 |
14 |
39 |
| Theoretical foundations of emerging economy business research |
4 |
5 |
16 |
80 |
17 |
29 |
66 |
399 |
| What drives firms’ intent to seek strategic assets by foreign direct investment? A study of emerging economy firms |
0 |
1 |
2 |
65 |
2 |
4 |
18 |
286 |
| What the Fox Says, How the Fox Works: Deep Contextualization as a Source of New Research Agendas and Theoretical Insights |
0 |
0 |
0 |
0 |
1 |
1 |
3 |
15 |
| What the Fox Says, How the Fox Works: Deep Contextualization as a Source of New Research Agendas and Theoretical Insights. 狐狸说什么、狐狸如何做：作为新研究议程和理论洞察来源的深入情境化 |
0 |
0 |
0 |
3 |
0 |
0 |
1 |
89 |
| What’s in a p? Reassessing best practices for conducting and reporting hypothesis-testing research |
0 |
0 |
2 |
20 |
4 |
6 |
11 |
108 |
| When and where does foreign direct investment generate positive spillovers? A meta-analysis |
0 |
1 |
8 |
258 |
8 |
16 |
43 |
820 |
| Why Do Strategic Alliances Persist? A Behavioral Decision Model |
0 |
0 |
0 |
3 |
0 |
3 |
3 |
28 |
| Total Journal Articles |
34 |
71 |
237 |
3,673 |
230 |
509 |
1,366 |
14,991 |
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