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Cited by

• 2014Toward resource independence – Why state-owned entities become multinationals: An empirical study of India’s public R&D laboratories109 cited
• 2018To engage or not to engage with host governments: Corporate political activity and host country political risk108 cited
• 2016Experience and FDI Risk-taking: A Microfoundational Reconceptualization106 cited
• 2019The role of endogenous and exogenous risk in FDI entry choices102 cited
• 2019Does politician turnover affect foreign subsidiary performance? Evidence in China95 cited
• 2014Market entry modes in a multipolar world: Untangling the moderating effect of the political environment84 cited
• 2011Organizational Commitment in Time of War: Assessing the Impact and Attenuation of Employee Sensitivity to Ethnopolitical Conflict82 cited
• 2017Corporate political activity and location-based advantage: MNE responses to institutional transformation in Uganda’s electricity industry64 cited
• 2020Corporate sustainability strategies in institutional adversity: Antecedent, outcome, and contingency effects64 cited
• 2018Islamic banks and political risk: International evidence60 cited
• 2019The interplay of corporate social responsibility and corporate political activity in emerging markets: The role of strategic flexibility in non‐market strategies56 cited
• 2022Managing socio-political risk at the subnational level: Lessons from MNE subsidiaries in Indonesia50 cited