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The Global Challenge: International Human Resource Management
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  • 2019Strategic agility through improvisational capabilities: Implications for a paradox-sensitive HRM145 cited
  • 2017Managing talent in emerging economy multinationals: integrating strategic management and human resource management143 cited
  • 2017Beyond merger syndrome and cultural differences: New avenues for research on the “human side” of global mergers and acquisitions (M&As)134 cited
  • 2015An architectural framework for global talent management111 cited
  • 2008Cross Cultural Management Research95 cited
  • 2016Crossing the streams: HRM in multinational enterprises and comparative HRM89 cited
  • 2012Determinants of Strategic HR Capabilities in MNC Subsidiaries75 cited
  • 2011A process perspective on transnational HRM systems — A dynamic capability-based analysis70 cited
  • 2016The transfer and diffusion of HRM practices within MNCs: lessons learned and future research directions70 cited
  • 2014Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals69 cited
  • 2014The bi-cultural option for global talent management: The Japanese/Brazilian Nikkeijin example60 cited
  • 2015Dual values-based organizational identification in MNC subsidiaries: A multilevel study60 cited
  • 2011Understanding and supporting the career implications of international assignments

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58 cited
  • 2015Developing Multilingual Capacity: A Challenge for the Multinational Enterprise58 cited
  • 2016Business Cultural Intelligence Quotient: A Five‐Country Study57 cited
  • 2015Aligning corporate transfer intentions and subsidiary HRM practice implementation in multinational corporations55 cited