| Subsidiary role development: The effect of micro-political headquarters–subsidiary negotiations on the product, market and value-added scope of foreign-owned subsidiaries C Dörrenbächer, J Gammelgaard Journal of International Management 12 (3), 266-283, 2006 | 247 | 2006 |
| The impact of increases in subsidiary autonomy and network relationships on performance J Gammelgaard, F McDonald, A Stephan, H Tüselmann, C Dörrenbächer International Business Review 21 (6), 1158-1172, 2012 | 242 | 2012 |
| Subsidiary power in multinational corporations: the subtle role of micro‐political bargaining power C Dörrenbächer, J Gammelgaard Critical perspectives on international business 7 (1), 30-47, 2011 | 154 | 2011 |
| Multinational corporations, inter-organizational networks and subsidiary charter removals C Dörrenbächer, J Gammelgaard Journal of World Business 45 (3), 206-216, 2010 | 131 | 2010 |
| The knowledge retrieval matrix: codification and personification as separate strategies J Gammelgaard, T Ritter Journal of Knowledge Management 9 (4), 133-143, 2005 | 128 | 2005 |
| Subsidiary initiative taking in multinational corporations: The relationship between power and issue selling C Dörrenbächer, J Gammelgaard Organization Studies 37 (9), 1249-1270, 2016 | 114 | 2016 |
| Managerial risk‐taking in international acquisitions in the brewery industry: institutional and ownership influences compared M Geppert, C Dörrenbächer, J Gammelgaard, I Taplin British Journal of Management 24 (3), 316-332, 2013 | 92 | 2013 |
| Why not use incentives to encourage knowledge sharing J Gammelgaard Journal of Knowledge Management Practice 8 (1), 115-123, 2007 | 60 | 2007 |
| Knowledge retrieval through virtual communities of practice J Gammelgaard Behaviour & Information Technology 29 (4), 349-362, 2010 | 59 | 2010 |
| Issue selling and bargaining power in intrafirm competition: the differentiating impact of the subsidiary management composition J Gammelgaard Competition & Change 13 (3), 214-228, 2009 | 59 | 2009 |
| Access to competence: An emerging acquisition motive J Gammelgaard European Business Forum, 44-47, 2004 | 45 | 2004 |
| Critical and mainstream international business research: Making critical IB an integral part of a societally engaged international business discipline C Dörrenbächer, J Gammelgaard Critical Perspectives on International Business 15 (2/3), 239-261, 2019 | 41 | 2019 |
| Within-country religious diversity and the performance of private participation infrastructure projects A Jiménez, GF Jiang, B Petersen, J Gammelgaard Journal of Business Research 95, 13-25, 2019 | 41 | 2019 |
| Conflicts in headquarters–subsidiary relationships: Headquarters-driven charter losses in foreign subsidiaries C Dörrenbächer, J Gammelgaard Politics and power in the multinational corporation: The role of …, 2011 | 40 | 2011 |
| Knowledge retrieval processes in multinational consulting firms J Gammelgaard, T Ritter | 39 | 2003 |
| Effective autonomy, organisational relationships and skilled jobs in subsidiaries J Gammelgaard, F McDonald, H Tüselmann, C Dörrenbächer, A Stephan Management Research Review 34 (4), 366-385, 2011 | 35 | 2011 |
| Virtual Communities Practice: A Mechanism for Efficient Knowledge Retrieval in MNC's J Gammelgaard, T Ritter International Journal of Knowledge Management (IJKM) 4 (2), 46-61, 2008 | 32 | 2008 |
| An integrative model of internationalization strategies: The corporate entrepreneurship–institutional environment–regulatory focus (EIR) framework X Li, J Gammelgaard Critical perspectives on international business 10 (3), 152-171, 2014 | 28 | 2014 |
| Knowledge-sharing behaviour and post-acquisition integration failure K Husted, J Gammelgaard, S Michailova Challenges and issues in knowledge management, 209-226, 2005 | 27 | 2005 |
| The Global Brewery Industry J Gammelgaard, C Dörrenbächer Edward Elgar Publishing, 2013 | 26 | 2013 |
