OOIR: Observatory of International Research

Papers

(The H4-Index of Journal of Management Studies is 32. The table below lists those papers that are above that threshold based on CrossRef citation counts [max. 250 papers]. The publications cover those that have been published in the past four years, i.e., from 2021-08-01 to 2025-08-01.)

Article	Citations
	142
Issue Information ‐ Notes for Contributors	132
	129
Green Screening: Firm Environmental Strategy Amidst Policy Implementation Uncertainty in the European Union	126
Caught in a Landslide? Exploring how Far the Increasing Focus on Big Data Benefits or Damages Theoretical Development in Management Studies	89
Under the Radar: Institutional Drift and Non‐Strategic Institutional Change	86
Theorizing Diversity in Management Studies: New Perspectives and Future Directions	77
Temporal Dynamics in Acquisition Behavior: The Effects of Activity Load on Strategic Momentum	57
(When) Are Dynamic Capabilities Routine? A Mixed‐Methods Configurational Analysis	56
The Cost of Dancing with the Government: A Conservation of Resources Theory of Political Networking and CEO Burnout	56
What Is the Future of Future Making in Management Research?	53
Lay Theories of Expertise: A Mixed‐Methods Exploration	53
	52
‘We're all Born Naked and the Rest is Drag’: Spectacularization of Core Stigma in RuPaul's Drag Race	51
	51
Effective Firm Alignment with SIGEL Crises: The Temporal Mindsets of Decision Makers	49
A Review of Fatherhood and Employment: Introducing New Perspectives for Management Research	49
Correction to Catch Up with the Good and Stay Away from the Bad: CEO Decisions on the Appointment of Chief Sustainability Officers	47
Who Would be a Dean? Demonizing Deans and the Question of Role Modelling Leadership in our Business Schools	47
Speaking Up to the Boss: The Effects of Top Management Team Members' Felt Trust and Perceived CEO Trustworthiness on Voice Behaviour in Family Firms	44
Leaders' Networking Behaviours in a Time of Crisis: A Qualitative Study on the Frontline against COVID‐19	41
Getting Down to Business: Governing the Hybridization of UK Charities	38
Competence Drives Interest or Vice Versa? Untangling the Bidirectional Relationships between Creative Self‐Efficacy and Intrinsic Motivation for Creativity in Shaping Employee Creativity	38
Bridging Caste Divides: Middle‐Status Ambivalence, Elite Closure, and Lower‐Status Social Withdrawal	38
Re‐Conceptualizing Management Theory: How do we Move Away from Western‐Centred Knowledge?	37

Messing up Visual Management Studies: A Problematizing Review	36
‘We Can Win this Fight Together’: Memory and Cross‐Occupational Coordination	36
The Management of Socio‐Political Issues and Environments: Toward a Research Agenda for Corporate Socio‐Political Engagement	36
Two Cheers for RRBM, Pasteur’s Quadrant, and an Application of RRBM to the Commercialization of Science and Technology Transfer	36
Stakeholder Existential Authenticity and Corporate Social Responsibility	35
Signalling Strategies of Exporters on Internet Business‐to‐Business Platforms	33
Middle‐Managerial Deviance as a Response to Structural Strain: Rescoping, Reconfiguring and Replacing Norms	33
LMXSC Elicits Hubristic Pride and Social Undermining in Individuals with High Trait Dominance	32
A Simple Rule is Born: How CEOs Distill Heuristics	32
Embodied Connection Work: The Role of the Lived Body in Routine Recreation in Extreme Contexts	32
From Seats at the Table to Voices in the Discussion: Antecedents of Underrepresented Director Participation in Board Meetings	32
Configuring International Growth of Emerging Market Multinational Enterprises: A Compositional Springboarding View in the Context of India	32