Thomas C. Lawton

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	All	Since 2020
Citations	4299	1957
h-index	30	21
i10-index	54	29

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Tazeeb S. RajwaniUniversity of Surrey, UK.Verified email at surrey.ac.uk
Jonathan DohVillanova UniversityVerified email at villanova.edu
Steven McGuireUniversity of East AngliaVerified email at uea.ac.uk
Maria Andrea De VillaFull Professor, Universidad EAFITVerified email at eafit.edu.co
Amy VerdunDepartment of Political Science, University of Victoria, British Columbia, CanadaVerified email at uvic.ca
Anna JohnOpen UniversityVerified email at open.ac.uk
Sydney FinkelsteinProfessor, Dartmouth CollegeVerified email at dartmouth.edu
Nelson PhillipsUniversity of California, Santa BarbaraVerified email at ucsb.edu
Tahiru Azaaviele LiedongAssociate Professor of Strategy at University of BathVerified email at bath.ac.uk
Denis HarringtonProfessor of Management, Head of Graduate Business, South East Technological University (SETU)Verified email at setu.ie
Charles HarveyNewcastle UniversityVerified email at ncl.ac.uk
Dev K BoojihawonAssociate Professor of Strategy, University of BirminghamVerified email at bham.ac.uk
Brice DattéeEMLYON Business SchoolVerified email at em-lyon.com
Vikrant ShirodkarUniversity of SussexVerified email at sussex.ac.uk
Justin JansenRotterdam School of Management, Erasmus UniversityVerified email at rsm.nl
Tom MomProfessor of Strategic Management and EntrepreneurshipVerified email at rsm.nl
Prof. Shlomo Tarba, The University of...Full Professor of Strategy & International BusinessVerified email at bham.ac.uk
Kamel MellahiUniversity of SurreyVerified email at surrey.ac.uk
Duncan AngwinProfessor of Strategic Management at University College London, UCLVerified email at ucl.ac.uk
Jean-Luc ArregleEM Lyon Business SchoolVerified email at em-lyon.com

Thomas C. Lawton

Professor of Strategy and International Business, University College Cork

Verified email at ucc.ie

Strategic management international business nonmarket strategy business-government relations


Title Sort by citations Sort by year Sort by title	Cited by Cited by	Year
Corporate political activity: A literature review and research agenda T Lawton, S McGuire, T Rajwani International journal of management reviews 15 (1), 86-105, 2013	631	2013
Advancing nonmarket strategy research: Institutional perspectives in a changing world JP Doh, TC Lawton, T Rajwani Academy of management perspectives 26 (3), 22-39, 2012	500	2012
Cleared for take-off: Structure and strategy in the low fare airline business TC Lawton Routledge, 2017	281	2017
Governing the skies: Conditions for the Europeanisation of airline policy TC Lawton Journal of Public Policy 19 (1), 91-112, 1999	163	1999
The antecedents of political capabilities: A study of ownership, cross-border activity and organization at legacy airlines in a deregulatory context T Lawton, T Rajwani, J Doh International Business Review 22 (1), 228-242, 2013	150	2013
Market entry modes in a multipolar world: Untangling the moderating effect of the political environment MA De Villa, T Rajwani, T Lawton International Business Review 24 (3), 419-429, 2015	143	2015
The “Voice of Industry”: Why management researchers should pay more attention to trade associations T Rajwani, T Lawton, N Phillips Strategic Organization 13 (3), 224-232, 2015	136	2015
The voice of industry: why management researchers should pay more attention to trade associations T Rajwani, T Lawton, N Phillips Strategic Organization 13 (3), 224-232, 2015	136	2015
When being the lowest cost is not enough: Building a successful low-fare airline business model in Asia TC Lawton, S Solomko Journal of Air Transport Management 11 (6), 355-362, 2005	125	2005
Aligning for advantage: Competitive strategies for the political and social arenas TC Lawton, JP Doh, T Rajwani Oxford University Press, USA, 2014	121	2014
International political risk management: Perspectives, approaches and emerging agendas A John, TC Lawton International Journal of Management Reviews 20 (4), 847-879, 2018	119	2018
Strange power: Shaping the parameters of international relations and international political economy T Lawton, J Rosenau, A Verdun Routledge, 2018	117	2018
A microfoundational perspective of organizational ambidexterity: Critical review and research directions SY Tarba, JJP Jansen, TJM Mom, S Raisch, TC Lawton Long Range Planning 53 (6), 102048, 2020	109	2020
Designing lobbying capabilities: managerial choices in unpredictable environments T Lawton, T Rajwani European Business Review 23 (2), 167-189, 2011	102	2011
To engage or not to engage with host governments: Corporate political activity and host country political risk MA De Villa, T Rajwani, TC Lawton, K Mellahi Global Strategy Journal 9 (2), 208-242, 2019	100	2019
Why trade associations matter: Exploring function, meaning, and influence TC Lawton, T Rajwani, A Minto Journal of Management Inquiry 27 (1), 5-9, 2018	90	2018
Advancing to the virtual value chain: learning from the Dell model TC Lawton, KP Michaels Irish Journal of Management 22 (1), 91, 2001	71	2001
Engaging stakeholders through corporate political activity: Insights from MNE nonmarket strategy in an emerging African market C Mbalyohere, TC Lawton Journal of International Management 24 (4), 369-385, 2018	70	2018
Corporate political activity and location-based advantage: MNE responses to institutional transformation in Uganda’s electricity industry C Mbalyohere, T Lawton, R Boojihawon, H Viney Journal of World Business 52 (6), 743-759, 2017	66	2017
The limits of price leadership: needs-based positioning strategy and the long-term competitiveness of Europe’s low fare airlines TC Lawton Long range planning 32 (6), 573-586, 1999	64	1999

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