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• 2006National cultural distance and initial foreign acquisition performance: The moderating effect of integration245 cited
• 2008Do multinationals really prefer to enter culturally distant countries through greenfields rather than through acquisitions? The role of parent experience and subsidiary autonomy224 cited
• 2012Is cultural distance a bane or a boon for cross-border acquisition performance?178 cited
• 2003The Social Construction of Contextual Rationalities in MNCs: An Anglo‐German Comparison of Subsidiary Choice*160 cited
• 2007Human resource management in US subsidiaries in Europe and Australia: centralisation or autonomy?156 cited
• 2014In search of strategic assets through cross-border merger and acquisitions: Evidence from Chinese multinational enterprises in developed economies127 cited
• 2011A Model of the Influence of Culture on Integration Approaches and International Mergers and Acquisitions Performance126 cited
• 2011HR practices during post-merger conflict and merger performance122 cited
• 2009Alternative forms of charismatic leadership in the integration of mergers and acquisitions111 cited
• 2010Dynamics of Acquired Firm Pre-Acquisition Employee Reactions109 cited
• 2008A micro-political perspective on subsidiary initiative-taking: Evidence from German-owned subsidiaries in France98 cited
• 2015M&A process: a literature review and research agenda92 cited