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Cited by

• 1989No business is an island: The network concept of business strategy1,544 cited
• 1991Interpreting and responding to strategic issues: The impact of national culture688 cited
• 2006Individualism–collectivism and group creativity675 cited
• 1999The importance of national culture in the design of and preference for management controls for multi-national operations286 cited
• 2004Power dependence, diversification strategy, and performance in keiretsu member firms282 cited
• 1995International Expansion Strategy of Japanese Firms: Capability Building through Sequential Entry265 cited
• 1998Pluralist Epistemology and the Knowledge-Based Theory of the Firm238 cited
• 2003Contextual constraints in knowledge management theory: the cultural embeddedness of Nonaka's knowledge‐creating company227 cited
• 1995Strategy and environment as determinants of performance: Evidence from the Japanese machine tool industry223 cited
• 2011Bridging history and reductionism: A key role for longitudinal qualitative research204 cited
• 1999Pioneering advantages in manufacturing and service industries: empirical evidence from nine countries192 cited
• 2008Distinctive Marketing and Information Technology Capabilities and Strategic Types: A Cross-National Investigation173 cited
• 2006A cross-national investigation of the R&D–marketing interface in the product innovation process