Managing a Global Partnership Model: Lessons from the Boeing 787 'Dreamliner' Program
By: Suresh Kotha and Kannan Srikanth
Volume 3, Issue 1
Are Scores on Hofstede's Dimensions of National Culture Stable over Time? A Cohort Analysis
By: Sjoerd Beugelsdijk, Robbert Maseland, and Andre Van Hoorn
Volume 5, Issue 3
Acquisitions as Entrepreneurship: Asymmetries, Opportunities, and the Internationalization of Multinationals from Emerging Economies
by Anoop Madhok and Mohammad Keyhani
Volume 2, Issue 1
Emerging Market Multinationals and the Theory of the Multinational Enterprise
by Jean-François Hennart
Volume 2, Issue 3
Reverse Innovation, Emerging Markets, and Global Strategy
by: Vijay Govindarajan and Ravi Ramamurti
In 2017, five years after the Global Strategy Journal was launched, an annual best paper award was established by co-sponsors Wiley and the Strategic Management Society to honor substantial work published in the GSJ. As with the Dan and Mary Lou Schendel Best Paper Prize, the award is for a paper published five or more years prior to the recognition. This delay allows time for the impact of papers to be assessed in terms of citations and influence of the paper on teaching, research, and/or practice. Once eligible, a paper remains eligible until selected as the best paper. Continued eligibility allows recognition to be made for those insights and findings that sometimes occur before their time and only become widely recognized as significant after other work is published.
The award committee consists of the Editorial Board of the Global Strategy Journal.
Authors of the winning paper receive a monetary award of US$ 5,000. The award is given and the authors are recognized at the SMS Annual Conference and are invited to participate in the SMS Awards & Honors Webinar Series.
The 2022 GSJ Best Paper Award goes to John Paul MacDuffie for "Modularity-as-Property, Modularization-as-Process, and ‘Modularity'-as-Frame: Lessons From Product Architecture Initiatives in the Global Automotive Industry," published in Volume 3, Issue 1 (February 2013). The case study in this article represents an important and relatively new concept in IB called modularity that provides much more insights on the disadvantages and intricacies of modular strategies than most quantitative studies can do. Congratulations to John Paul!
