| The attractiveness of political markets: Implications for firm strategy JP Bonardi, AJ Hillman, GD Keim Academy of Management Review 30 (2), 397-413, 2005 | 683 | 2005 |
| Nonmarket strategy performance: Evidence from US electric utilities JP Bonardi, GLF Holburn, RG Vanden Bergh Academy of Management Journal 49 (6), 1209-1228, 2006 | 550 | 2006 |
| Corporate political strategies for widely salient issues JP Bonardi, GD Keim Academy of Management Review 30 (3), 555-576, 2005 | 430 | 2005 |
| The challenges of building theory by combining lenses G Okhuysen, JP Bonardi Academy of Management Review 36 (1), 6-11, 2011 | 399 | 2011 |
| Global and political strategies in deregulated industries: The asymmetric behaviors of former monopolies JP Bonardi Strategic Management Journal 25 (2), 101-120, 2004 | 192 | 2004 |
| Corporate political activity, public policy uncertainty, and firm outcomes: A meta-analysis M Hadani, JP Bonardi, NM Dahan Strategic organization 15 (3), 338-366, 2017 | 155 | 2017 |
| Political markets and regulatory uncertainty: Insights and implications for integrated strategy AF Kingsley, RG Vanden Bergh, JP Bonardi Academy of Management Perspectives 26 (3), 52-67, 2012 | 135 | 2012 |
| Corporate political resources and the resource-based view of the firm JP Bonardi Strategic organization 9 (3), 247-255, 2011 | 132 | 2011 |
| A productive clash of cultures: Injecting economics into leadership research C Zehnder, H Herz, JP Bonardi The Leadership Quarterly 28 (1), 65-85, 2017 | 99 | 2017 |
| Fast and local: How lockdown policies affect the spread and severity of covid-19 JP Bonardi, Q Gallea, D Kalanoski, R Lalive Covid Economics 23, 325-351, 2020 | 93 | 2020 |
| Managing network effects in high-tech markets JP Bonardi, R Durand Academy of Management Perspectives 17 (4), 40-52, 2003 | 74 | 2003 |
| The internal limits to firms' nonmarket activities JP Bonardi European Management Review 5 (3), 165-174, 2008 | 60 | 2008 |
| Market and nonmarket strategies during deregulation: The case of British telecom JP Bonardi Business and Politics 1 (2), 203-231, 1999 | 49 | 1999 |
| Firms, breach of norms, and reputation damage D Breitinger, JP Bonardi Business & Society 58 (6), 1143-1176, 2019 | 43 | 2019 |
| Extending the boundaries of strategic leadership research D Vera, JP Bonardi, MA Hitt, MC Withers The leadership quarterly 33 (3), 101617, 2022 | 37 | 2022 |
| The challenges of theory building through the combination of lenses G Okhuysen, JP Bonardi Academy of Management Review 36 (1), 6-11, 2011 | 36 | 2011 |
| Standardization of Network Technologies: Market Processes or the Result of Inter‐Firm Co‐operation? B Quélin, T Abdessemed, JP Bonardi, R Durand Journal of Economic Surveys 15 (4), 543-569, 2001 | 35 | 2001 |
| Corporate political connections: A multidisciplinary review Y Wei, N Jia, JP Bonardi Journal of Management 49 (6), 1870-1910, 2023 | 30 | 2023 |
| Special issue on strategic leadership and strategic management MCW JP Bonardi, MA Hitt, D Vera Leadership Quarterly 29 (5), III-IV, 2018 | 25 | 2018 |
| Saving the world from your couch: the heterogeneous medium-run benefits of COVID-19 lockdowns on air pollution JP Bonardi, Q Gallea, D Kalanoski, R Lalive, R Madhok, F Noack, ... Environmental Research Letters 16 (7), 074010, 2021 | 23 | 2021 |
Guy HolburnIvey Business School, University of Western OntarioVerified email at ivey.ca
