Founded in 2011, Global Strategy Journal is the leading journal on global strategic management research. It aims to shape the direction of conversations on the interaction between the global context and the strategy and strategic management of for-profit and not-for-profit organizations. The global strategic management domain encompasses the strategic management, organization, and success of multinational organizations; the bidirectional interaction of the global business environment and organizational strategies; comparative strategies in different national settings; and the comparative effect of regional and national contexts on the strategies of domestic and multinational organizations. It publishes double-blind reviewed and invited papers that offer innovative theoretical perspectives or provide tests of empirical relationships based on quantitative or qualitative analyses.
GSJ is targeted at publishing the most influential global strategy research in the world.
In the most recent Journal Citation Report (released in June 2021), GSJ had a two-year impact factor of 7.571.
GSJ has been listed as a "4" journal ("top journal") in 2021 by the Chartered Association of Business Schools (UK); listed as an "A" journal by the Australian Business Deans Council for the national assessment; and listed as a primary set management journal by the Erasmus Research Institute of Management.
Beware of Forged Acceptance Letters
The Global Strategy Journal does not charge an acceptance fee for papers. Any letter that appears to be from a Co-Editor of an SMS journal promising a manuscript's acceptance in exchange for money has been forged. All legitimate correspondence related to the review and acceptance of the paper will reference the manuscript number assigned by the submission system, ScholarOne.
In their pioneering article, Kotha and Srikanth (GSJ, 2013) draw together the diverse literatures on new product development, global value chains, and innovation management to increase our understanding of how lead firms create value. Anchoring their study within the global aerospace industry, they analyze the case of the 787 Dreamliner program to highlight the integration challenges that Boeing faced. They demonstrate how Boeing used partial co-location, a centralized integration support center, as well as duplicating some supplier activities in-house as tools to increase transparency within the system. These practical methodologies to reduce asymmetric information are crucial for firms that seek to leverage globally distributed knowledge bases, especially in high technology industries.
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