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The Nonmarket Strategy System
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  • 2004"BUSINESS" IS NOT AN INTEREST GROUP: On the Study of Companies in American National Politics174 cited
  • 1997Integrated Strategy, Trade Policy, and Global Competition164 cited
  • 2004Information or influence? The benefits of experience for managing political uncertainty157 cited
  • 2012Democratizing Corporate Governance156 cited
  • 2011Does bribery help or hurt firm growth around the world?153 cited
  • 2018How business strategy in non-financial firms moderates the curvilinear effects of corporate social responsibility and irresponsibility on corporate financial performance137 cited
  • 2002The Integration of Subsidiary Political Activities in Multinational Corporations129 cited
  • 2012The antecedents of political capabilities: A study of ownership, cross-border activity and organization at legacy airlines in a deregulatory context127 cited
  • 2015The social responsibility of international business: From ethics and the environment to CSR and sustainable development126 cited
  • 2020Institutional voids and firms' resource commitment in emerging markets: A review and future research agenda125 cited
  • 1996International Environmental Standards and Corporate Policies: An Integrative Framework125 cited
  • 2015Political hazards and firms' geographic concentration123 cited
  • 1999Integrated Market and Nonmarket Strategies in Client and Interest Group Politics

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123 cited
  • 2019Who Fills the Global Governance Gap? Rethinking the Roles of Business and Government in Global Governance119 cited
  • 2018Entrepreneurship, innovation, and political competition: How the public sector helps the sharing economy create value113 cited
  • 2012Political Markets and Regulatory Uncertainty: Insights and Implications for Integrated Strategy107 cited