| 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 |
0 |
3 |
7 |
45 |
| Asian contexts and the search for general theory in management research: A rejoinder |
0 |
0 |
0 |
19 |
0 |
0 |
1 |
97 |
| Book Review |
0 |
0 |
0 |
1 |
0 |
0 |
0 |
15 |
| Book Review |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
11 |
| 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 |
2 |
3 |
12 |
117 |
| Brownfield Acquisitions |
0 |
0 |
1 |
3 |
0 |
0 |
3 |
38 |
| Brownfield Entry in Emerging Markets |
0 |
0 |
1 |
98 |
3 |
3 |
5 |
458 |
| Business groups' outward FDI: A managerial resources perspective |
0 |
0 |
0 |
23 |
0 |
2 |
7 |
136 |
| Business under adverse home country institutions: The case of international sanctions against Myanmar |
0 |
2 |
4 |
47 |
3 |
12 |
44 |
227 |
| Catch-Up and Leapfrogging: Emerging Economy Multinational Enterprises on the Global Stage |
0 |
0 |
0 |
3 |
1 |
3 |
6 |
32 |
| Competitive dynamics in an emerging economy: Competitive pressures, resources, and the speed of action |
1 |
1 |
4 |
39 |
3 |
6 |
16 |
145 |
| Context-bridging and context-embedded experience: Growth drivers of emerging economy business groups |
0 |
0 |
1 |
4 |
0 |
0 |
4 |
27 |
| Contextualising organisational learning: Lyles and Salk in the context of their research |
0 |
0 |
1 |
22 |
0 |
0 |
5 |
95 |
| Contextualizing experience effects in international business: A study of ownership strategies |
0 |
0 |
0 |
7 |
2 |
2 |
6 |
125 |
| Corporate governance in transition economies |
0 |
0 |
0 |
0 |
0 |
0 |
0 |
159 |
| Corruption and Governance in Asia |
0 |
0 |
0 |
55 |
1 |
1 |
1 |
137 |
| Country-of-origin and industry FDI agglomeration of foreign investors in an emerging economy |
0 |
0 |
2 |
43 |
2 |
2 |
5 |
170 |
| Determinants of Employment Growth at MNEs: Evidence from Egypt, India, South Africa and Vietnam |
0 |
0 |
0 |
41 |
0 |
0 |
0 |
203 |
| Diplomatic and corporate networks: Bridges to foreign locations |
1 |
1 |
7 |
103 |
4 |
5 |
26 |
330 |
| Direct Foreign Investment in Eastern Europe the Role of Labor Costs |
0 |
0 |
0 |
23 |
0 |
0 |
3 |
68 |
| Emerging Economy MNEs: How does home country munificence matter? |
0 |
0 |
0 |
25 |
0 |
0 |
10 |
145 |
| Entrepreneurial leadership and MNE subsidiary performance: The moderating role of subsidiary context |
0 |
0 |
4 |
37 |
0 |
0 |
9 |
104 |
| Entrepreneurship and the Post-COVID-19 Recovery in Emerging Economies |
0 |
0 |
2 |
27 |
0 |
1 |
6 |
51 |
| Erratum: Motivating, testing, and publishing curvilinear effects in management research |
0 |
0 |
0 |
4 |
1 |
1 |
3 |
35 |
| Evolution of MNE strategies amid China’s changing institutions: a thematic review |
0 |
0 |
3 |
3 |
3 |
12 |
36 |
36 |
| Export propensity and intensity of subsidiaries in emerging economies |
1 |
2 |
2 |
22 |
1 |
3 |
6 |
117 |
| Extending the internationalization process model: Increases and decreases of MNE commitment in emerging economies |
0 |
0 |
1 |
65 |
1 |
2 |
6 |
231 |
| Foreign Investment Strategies and Sub‐national Institutions in Emerging Markets: Evidence from Vietnam* |
1 |
4 |
23 |
146 |
3 |
12 |
58 |
431 |
| Foreign direct investment in the early years of economic transition: a survey |
0 |
0 |
0 |
40 |
1 |
3 |
4 |
122 |
| Foreign investment location and institutional development in transition economies |
0 |
1 |
9 |
197 |
5 |
18 |
67 |
734 |
| Foreign operation methods |
0 |
0 |
0 |
7 |
0 |
0 |
1 |
47 |
| Globalfocusing: From Domestic Conglomerates to Global Specialists* |
0 |
0 |
1 |
45 |
0 |
1 |
4 |
145 |
| Guest Editors’ Introduction to the Focused Issue: International Business in Central and Eastern Europe |
0 |
0 |
0 |
0 |
0 |
0 |
1 |
1 |
| Home country institutions and the internationalization of state owned enterprises: A cross-country analysis |
0 |
0 |
2 |
39 |
0 |
0 |
8 |
171 |
| How do local and foreign firms compete? Competitive actions in an emerging economy |
0 |
0 |
0 |
7 |
1 |
2 |
8 |
53 |
| How does ownership influence business growth? A competitive dynamics perspective |
1 |
1 |
2 |
14 |
1 |
2 |
9 |
75 |
| How much does host country matter, really? |
0 |
1 |
2 |
6 |
0 |
2 |
8 |
17 |
| How state and market logics influence firm strategy from within and outside? Evidence from Chinese financial intermediary firms |
1 |
1 |
2 |
3 |
1 |
1 |
5 |
19 |
| India and China: Distinct Paths to Global Businesses |
0 |
0 |
1 |
9 |
0 |
1 |
5 |
14 |
| Industrial policy, green challenges, and international business |
1 |
1 |
9 |
9 |
5 |
8 |
32 |
32 |
| Innovation Offshoring, Institutional Context and Innovation Performance: A Meta‐Analysis |
0 |
0 |
1 |
22 |
0 |
0 |
2 |
43 |
| Institutions, Transaction Costs, and Entry Mode Choice in Eastern Europe |
0 |
0 |
0 |
95 |
3 |
3 |
5 |
352 |
| Institutions, resources, and entry strategies in emerging economies |
0 |
0 |
2 |
14 |
1 |
3 |
12 |
127 |
| Integration and responsiveness in subsidiaries in emerging economies |
0 |
2 |
12 |
36 |
4 |
17 |
50 |
187 |
| International Production Networks and Enterprise Transformation in Central Europe |
0 |
0 |
0 |
18 |
1 |
1 |
1 |
59 |
| International business and institutional development in Central and Eastern Europe |
1 |
1 |
1 |
35 |
2 |
2 |
4 |
178 |
| International business in the digital age: Global strategies in a world of national institutions |
4 |
6 |
13 |
23 |
13 |
21 |
89 |
178 |
| International business under sanctions |
2 |
5 |
48 |
145 |
14 |
29 |
163 |
418 |
| Internationalization as an evolutionary process |
0 |
4 |
11 |
92 |
1 |
7 |
35 |
355 |
| Leadership Experience Meets Ownership Structure: Returnee Managers and Internationalization of Emerging Economy Firms |
0 |
0 |
0 |
9 |
1 |
3 |
4 |
51 |
| Learning from the Asian Tigers. Studies in Technology and Industrial Policy |
0 |
0 |
1 |
55 |
0 |
0 |
6 |
117 |
| Linking Theory and Context: ‘Strategy Research in Emerging Economies’ after Wright et al. (2005) |
0 |
0 |
2 |
55 |
1 |
8 |
20 |
341 |
| Management challenges in privatization acquisitions in transition economies |
0 |
0 |
0 |
14 |
0 |
0 |
0 |
80 |
| 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 |
1 |
2 |
8 |
1 |
1 |
4 |
26 |
| Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda |
1 |
2 |
5 |
34 |
6 |
14 |
43 |
380 |
| Motivating, testing, and publishing curvilinear effects in management research |
0 |
0 |
0 |
16 |
0 |
0 |
3 |
100 |
| Multinational Enterprises and Local Contexts: The Opportunities and Challenges of Multiple Embeddedness |
1 |
1 |
6 |
160 |
2 |
4 |
27 |
443 |
| Networks, Serendipity and SME Entry into Eastern Europe |
0 |
0 |
0 |
12 |
0 |
2 |
12 |
91 |
| Organizational Transformation in Transition Economies: Resource‐based and Organizational Learning Perspectives |
0 |
1 |
2 |
45 |
0 |
3 |
4 |
191 |
| Overcoming distrust: How state-owned enterprises adapt their foreign entries to institutional pressures abroad |
0 |
2 |
6 |
42 |
1 |
5 |
22 |
216 |
| Padma Desai (Ed.), Going Global: Transition from Plan to Market in the World Economy |
0 |
0 |
0 |
34 |
0 |
0 |
1 |
132 |
| Perspectives on multinational enterprises in emerging economies |
0 |
0 |
6 |
193 |
1 |
3 |
19 |
618 |
| Post‐Acquisition Restructuring as Evolutionary Process* |
0 |
0 |
0 |
16 |
0 |
0 |
2 |
81 |
| Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions |
0 |
0 |
1 |
78 |
2 |
3 |
18 |
349 |
| Process perspectives in international business research in CEE |
0 |
0 |
0 |
0 |
1 |
2 |
5 |
23 |
| Research Note: The slow growth of foreign direct investment in the Soviet Union successor states |
0 |
0 |
0 |
10 |
0 |
2 |
3 |
54 |
| Rising above Sweatshops: Innovative Approaches to Global Labor Challenges |
0 |
0 |
0 |
64 |
0 |
0 |
2 |
174 |
| Spillovers of technology transfer from FDI: the case of Estonia |
0 |
0 |
5 |
286 |
0 |
1 |
10 |
810 |
| Stages of Organizational Transformation in Transition Economies: A Dynamic Capabilities Approach |
0 |
0 |
2 |
61 |
0 |
0 |
7 |
188 |
| 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 |
1 |
3 |
8 |
0 |
1 |
5 |
13 |
| Subsidiary research and development, and the local environment |
0 |
0 |
1 |
10 |
0 |
0 |
1 |
75 |
| The Impact of Institutional and Human Resource Distance on International Entry Strategies |
0 |
0 |
5 |
45 |
0 |
2 |
16 |
147 |
| The digital multinational: Navigating the new normal in global business |
0 |
0 |
5 |
26 |
4 |
4 |
23 |
72 |
| The dynamics of emerging economy MNEs: How the internationalization process model can guide future research |
0 |
0 |
1 |
43 |
1 |
1 |
10 |
225 |
| The home country of the MNE: The case of emerging economy firms |
0 |
0 |
0 |
11 |
2 |
3 |
7 |
238 |
| The impact of knowledge and financial resource flows for MNE strategy: A typology of subsidiary roles |
0 |
1 |
3 |
4 |
2 |
5 |
12 |
17 |
| The value of publishing in JIBS |
0 |
0 |
2 |
10 |
3 |
3 |
15 |
35 |
| Theoretical foundations of emerging economy business research |
0 |
2 |
11 |
75 |
2 |
11 |
50 |
370 |
| What drives firms’ intent to seek strategic assets by foreign direct investment? A study of emerging economy firms |
0 |
0 |
1 |
64 |
2 |
3 |
19 |
282 |
| 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 |
2 |
14 |
| 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 |
6 |
89 |
| What’s in a p? Reassessing best practices for conducting and reporting hypothesis-testing research |
0 |
0 |
2 |
20 |
1 |
1 |
7 |
102 |
| When and where does foreign direct investment generate positive spillovers? A meta-analysis |
0 |
1 |
8 |
257 |
0 |
4 |
41 |
804 |
| Why Do Strategic Alliances Persist? A Behavioral Decision Model |
0 |
0 |
0 |
3 |
0 |
0 |
0 |
25 |
| Total Journal Articles |
17 |
45 |
253 |
3,602 |
117 |
284 |
1,225 |
14,482 |
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