| Learning and protection of proprietary assets in strategic alliances: Building relational capital P Kale, H Singh, H Perlmutter Strategic management journal 21 (3), 217-237, 2000 | 4966 | 2000 |
| Improving knowledge work processes T Davenport, S Jarvenpaa, M Beers MIT Sloan Management Review, 1996 | 2924* | 1996 |
| Alliance capability, stock market response, and long‐term alliance success: the role of the alliance function P Kale, JH Dyer, H Singh Strategic management journal 23 (8), 747-767, 2002 | 2800 | 2002 |
| Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm‐level alliance success P Kale, H Singh Strategic management journal 28 (10), 981-1000, 2007 | 1731 | 2007 |
| Where do capabilities come from and how do they matter? A study in the software services industry SK Ethiraj, P Kale, MS Krishnan, JV Singh Strategic management journal 26 (1), 25-45, 2005 | 1343 | 2005 |
| Managing strategic alliances: what do we know now, and where do we go from here? K Prashant, S Harbir Academy of management perspectives 23 (3), 45-62, 2009 | 1299 | 2009 |
| What really is alliance management capability and how does it impact alliance outcomes and success? M Schreiner, P Kale, D Corsten Strategic management journal 30 (13), 1395-1419, 2009 | 853 | 2009 |
| When to ally and when to acquire JH Dyer, P Kale, H Singh Harvard Business Review, 2004 | 655 | 2004 |
| Value creation and success in strategic alliances:: alliancing skills and the role of alliance structure and systems P Kale, J Dyer, H Singh European Management Journal 19 (5), 463-471, 2001 | 375 | 2001 |
| Splitting the pie: rent distribution in alliances and networks JH Dyer, H Singh, P Kale Managerial and Decision Economics 29 (2‐3), 137-148, 2008 | 341 | 2008 |
| The impact of socialist imprinting and search on resource change: A study of firms in Lithuania A Kriauciunas, P Kale Strategic Management Journal 27 (7), 659-679, 2006 | 270 | 2006 |
| ALLIANCE CAPABILITY & SUCCESS: A KNOWLEDGE-BASED APPROACH. P Kale, H Singh Academy of management proceedings 1999 (1), O1-O6, 1999 | 221 | 1999 |
| Don’t integrate your acquisitions, partner with them P Kale, H Singh, AP Raman Harvard business review 87 (12), 109-115, 2009 | 195 | 2009 |
| Business groups in developing capital markets: Towards a complementarity perspective R Chittoor, P Kale, P Puranam Strategic Management Journal 36 (9), 1277-1296, 2015 | 190 | 2015 |
| Relational capabilities: drivers and implications J Dyer, P Kale Dynamic capabilities, Understanding strategic change in organizations, 65-79, 2007 | 137 | 2007 |
| Choosing equity stakes in technology-sourcing relationships: An integrative framework P Kale, P Puranam California Management Review 46 (3), 77-99, 2004 | 111 | 2004 |
| The decline of emerging economy joint ventures: The case of India P Kale, J Anand California Management Review 48 (3), 62-76, 2006 | 101 | 2006 |
| Relating well: Building capabilities for sustaining alliance networks P Kale, H Singh, J Bell The network challenge: Strategy, profit, and risk in an interlinked world …, 2009 | 73 | 2009 |
| Geographic overlap and acquisition pairing Z Chen, P Kale, RE Hoskisson Strategic Management Journal 39 (2), 329-355, 2018 | 41 | 2018 |
| Management of overseas acquisitions by developing country multinationals and its performance implications: the Indian example P Kale, H Singh Thunderbird International Business Review 59 (2), 153-172, 2017 | 37 | 2017 |
