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• 2020Between a rock and a hard place: Freedom, flexibility, precarity and vulnerability in the gig economy in Africa429 cited
• 2020IMPACT OF DYNAMIC STRATEGIC CAPABILITIES ON STRATEGIC ENTREPRENEURSHIP IN PRESENCE OF OUTSOURCING OF FIVE STARS HOTELS IN JORDAN141 cited
• 2017Global team members’ performance and the roles of cross-cultural training, cultural intelligence, and contact intensity: the case of global teams in IT offshoring sector76 cited
• 2019The Power of Standards56 cited
• 2018The role of emotions in intercultural business communication: Language standardization in the context of international knowledge transfer51 cited
• 2016Impact of competitive strategy and cost-focus on global supplier switching (reshore and relocation) decisions29 cited
• 2017Global Shift-Back’s: A Strategy for Reviving Manufacturing Competences25 cited
• 2020How do IT outsourcing vendors develop capabilities? An organizational ambidexterity perspective on a multi-case study25 cited
• 2020Extending Organizational Boundaries Through Outsourcing: Toward a Dynamic Risk-Management Capability Framework24 cited
• 2022The Transformative Impact of the Development of Artificial Intelligence on Employment and Work Motivation in Business in the Conditions of the Information Economy21 cited
• 2019An Information Processing View on Joint Vendor Performance in Multi-Sourcing: The Role of the Guardian20 cited
• 2012NEW CAPABILITIES : CAN IT SERVICE PROVIDERS LEVERAGE CROWDSOURCING ?