OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Management Studies is 12. 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 2020-05-01 to 2024-05-01.)

Article	Citations
A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change	674
Creating High‐Impact Literature Reviews: An Argument for ‘Integrative Reviews’	170
The Relationship between Stakeholder Theory and Corporate Social Responsibility: Differences, Similarities, and Implications for Social Issues in Management	158
The Problematizing Review: A Counterpoint to Elsbach and Van Knippenberg’s Argument for Integrative Reviews	134
Management Research that Makes a Difference: Broadening the Meaning of Impact	130
COVID‐19 and the Future of CSR Research	122
Meanings of Theory: Clarifying Theory through Typification	119
What has changed? The Impact of Covid Pandemic on the Technology and Innovation Management Research Agenda	118
Covid‐19 and the Future of Family Business Research	116
Strategic Human Resource Management and COVID‐19: Emerging Challenges and Research Opportunities	112
COVID‐19 and the New Technologies of Organizing: Digital Exhaust, Digital Footprints, and Artificial Intelligence in the Wake of Remote Work	109
Social Entrepreneurship and COVID‐19	109
Entrepreneurial Hustle: Navigating Uncertainty and Enrolling Venture Stakeholders through Urgent and Unorthodox Action	99
Sensemaking in the Time of COVID‐19	99
Organizational Culture and COVID‐19	92
The Future of the Corporation and the Economics of Purpose	89
A Business Model View of Strategy	87
COVID 19 and Entrepreneurship: Time to Pivot?	81
Stakeholder Governance for Responsible Innovation: A Theory of Value Creation, Appropriation, and Distribution	76
Global Value Chains in the Post‐COVID World: Governance for Reliability	75
Corporate Strategy and the Theory of the Firm in the Digital Age	74
Researching for Desirable Futures: From Real Utopias to Imagining Alternatives	74
Indigenous Theory Uses, Abuses, and Future	72
Strategic Management Theory in a Post‐Pandemic and Non‐Ergodic World	71
Chief Digital Officers: An Analysis of the Presence of a Centralized Digital Transformation Role	69

How COVID‐19 Informs Business Sustainability Research: It’s Time for a Systems Perspective	68
The Impact of the Covid‐19 Pandemic on Firms’ Organizational Designs	66
Writing Impactful Review Articles	65
Decolonizing Management Theory: A Critical Perspective	62
Grand Challenges, Covid‐19 and the Future of Organizational Scholarship	62
Challenges and Best‐practice Recommendations for Designing and Conducting Interviews with Elite Informants	61
A Meta‐Analytic Integration of Acquisition Performance Prediction	59
Grand Societal Challenges and Responsible Innovation	58
A Few Implications of the COVID‐19 Pandemic for International Business Strategy Research	54
Implications of the COVID‐19 Pandemic for Gender Equity Issues at Work	52
Identity and Identification During and After the Pandemic: How Might COVID‐19 Change the Research Questions we Ask?	52
Corporate Purpose Needs Democracy	51
Contextualizing Management Research: An Open Systems Perspective	51
Corporate Social Responsibility Research in the Journal of Management Studies: A Shift from a Business‐Centric to a Society‐Centric Focus	51
COVID‐19 and Global Governance	49
Legitimacy Revisited: Disentangling Propriety, Validity, and Consensus	48
Family Business Restructuring: A Review and Research Agenda	48
What can Strategy Learn from the Business Model Approach?	46
Responding to Digital Transformation by External Corporate Venturing: An Enterprising Family Identity and Communication Patterns Perspective	46
Narrow‐Framing and Risk Preferences in Family and Non‐Family Firms	45
Corporate Governance Research in the Wake of a Systemic Crisis: Lessons and Opportunities from the COVID‐19 Pandemic	41
Political CSR at the Coalface – The Roles and Contradictions of Multinational Corporations in Developing Workplace Dialogue	41
Corporate Entrepreneurship and Family Business: Learning Across Domains	39
How do Intermediaries Build Inclusive Markets? The Role of the Social Context	38
Building Responsible Innovation in International Organizations through Intrapreneurship	38
From Attention to Action: The Influence of Cognitive and Ideological Diversity in Top Management Teams on Business Model Innovation	38
The Impact of Quarantines, Lockdowns, and ‘Reopenings’ on the Commercialization of Science: Micro and Macro Issues	38
Assessing Trust and Risk Perceptions in the Sharing Economy: An Empirical Study	36
Complexity and COVID‐19: Leadership and Followership in a Complex World	35
Technological Frames in the Digital Age: Theory, Measurement Instrument, and Future Research Areas	34
Overcoming the Early‐stage Conundrum of Digital Platform Ecosystem Emergence: A Problem‐Solving Perspective	33
Sensemaking, Organizing, and Surpassing: A Handoff^*	33
The Implications of COVID‐19 for Nonmarket Strategy Research	33
Building Character: The Formation of a Hybrid Organizational Identity in a Social Enterprise	32
Bridging Caste Divides: Middle‐Status Ambivalence, Elite Closure, and Lower‐Status Social Withdrawal	32
Stakeholder Agency Relationships: CEO Stock Options and Corporate Tax Avoidance	32
Covid‐19 and Our Understanding of Risk, Emergencies, and Crises	32
Acting Intuition into Sense: How Film Crews Make Sense with Embodied Ways of Knowing	31
Hybrid Context, Management Practices and Organizational Performance: A Configurational Approach	30
The Relationship Between Team Deep‐Level Diversity and Team Performance: A Meta‐Analysis of the Main Effect, Moderators, and Mediating Mechanisms	30
The Sharing Economy and Business Model Design: A Configurational Approach	28
Temporal Strategies and Firms’ Speedy Responses to COVID‐19	28
The Distinctive Domain of the Sharing Economy: Definitions, Value Creation, and Implications for Research	26
COVID‐19 and the Future of Management Studies. Insights from Leading Scholars	26
Paradoxical Leadership, Subjective Ambivalence, and Employee Creativity: Effects of Employee Holistic Thinking	26
Negative Spillovers Across Partnerships for Responsible Innovation: Evidence from the 2014 Ebola Outbreak	25
Of Organizing and Sensemaking: From Action to Meaning and Back Again in a Half‐Century of Weick’s Theorizing	25
The Direct and Moderating Effects of Endogenous Corporate Social Responsibility on Firm Valuation: Theoretical and Empirical Evidence from the Global Financial Crisis	25
Organisational Change in a (Post‐) Pandemic World: Rediscovering Interests and Values	24
Hubristic Start‐up Founders – The Neglected Bright and Inevitable Dark Manifestations of Hubristic Leadership in New Venture Creation Processes	23

Middle Managers' Struggle Over Their Subject Position in Open Strategy Processes	23
Covid‐19 and The Study of Professionals and Professional Work	23
Complex Times, Complex Time: The Pandemic, Time‐Based Theorizing and Temporal Research in Management and Organization Studies	22
Pyramidal Ownership and SOE Innovation	22
The Business Model Phenomenon: Towards Theoretical Relevance	22
International Management as Management of Diversity: Reconceptualizing Distance as Diversity	21
From ‘Publish or Perish’ to Societal Impact: Organizational Repurposing Towards Responsible Innovation through Creating a Medical Platform	21
System‐Spanning Values Work and Entrepreneurial Growth in Family Firms	21
Hard and Soft Integration: Towards a Dynamic Model of Post‐Acquisition Integration	21
First Impressions Stick: Market Entry Strategies and Category Priming in the Digital Domain	20
Social Entrepreneurship’s Solutionism Problem	20
Acquirers’ Reception of Signals in M&A Markets: Effects of Acquirer Experiences on Target Selection	20
The Mobilization of Noncooperative Spaces: Reflections from Rohingya Refugee Camps	20
Strategic Decision Making in the Digital Age: Expert Sentiment and Corporate Capital Allocation	19
A Critical Review of the Conceptualization, Operationalization, and Empirical Literature on Cognition‐Based and Affect‐Based Trust	19
Inequality in the Time of Corona Virus	19
Are There Limits to Diversification in Emerging Economies? Distinguishing between Firm‐Level and Business Group Strategies	18
A Review of Fatherhood and Employment: Introducing New Perspectives for Management Research	18
Understanding Scientific Freedom and Scientific Responsibility in Business and Management Research	18
Contextualizing the Sharing Economy	18
Both Diversity and Meritocracy: Managing the Diversity‐Meritocracy Paradox with Organizational Ambidexterity	17
Why Difference Makes a Difference: Diversity, Inequality, and Institutionalization	17
Non‐Market Strategies and Credit Benefits: Unpacking Heterogeneous Political Connections in Response to Government Anti‐Corruption Initiatives	17
Synergy Evaluation in Mergers and Acquisitions: An Attention‐Based View	16
Stakeholder Management & The Value of Human‐Centred Corporate Objectives	16
Signalling Strategies of Exporters on Internet Business‐to‐Business Platforms	16
Paradox, Dialectics or Trade‐Offs? A Double Loop Model of Paradox	16
The Rise and Fall of Structural Contingency Theory: A Theory’s ‘autopsy’	16
Rhetorical History as Institutional Work	16
Introduction to the COVID‐19 Commentaries	15
Re‐Conceptualizing Management Theory: How do we Move Away from Western‐Centred Knowledge?	15
From Boundary Spanning to Intergroup Knowledge Integration: The Role of Boundary Spanners’ Metaknowledge and Proactivity	15
Resource Orchestration and Scaling‐up of Platform‐Based Entrepreneurial Firms: The Logic of Dialectic Tuning	15
Same Old Song with a Different Melody: The Paradox of Market Reach and Financial Performance on Digital Platforms	15
Common Sense, New Sense or Non‐Sense? A Critical Discursive Perspective on Power in Collective Sensemaking	15
Theorizing Diversity in Management Studies: New Perspectives and Future Directions	15
Using Macro Archival Databases to Expand Theory in Micro Research	15
How Crisis Reveals the Structures of Practices	15
Behind the Stigma Shield: Frontline Employees’ Emotional Response to Organizational Event Stigma at Work and at Home	15
The Corporate Objective Revisited: The Shareholder Perspective	14
Unconscious Processes of Organizing: Intergroup Conflict in Mental Health Care	14
Do Economic Sanctions Work? Evidence from the Russia‐Ukraine Conflict	14
Setting the Tone for the Team: A Multi‐Level Analysis of Managerial Control, Peer Control, and their Consequences for Job Satisfaction and Team Performance	14
Polycentric Governance of Privately Owned Resources in Circular Economy Systems	14
The Role of Substantive Actions in Sensemaking During Strategic Change	13
Whither Critical Management and Organization Studies? For a Performative Critique of Capitalist Flows in the Wake of the COVID‐19 Pandemic	13
Scaling‐up: Building, Leading and Sustaining Rapid Growth Over Time	13
Understanding interorganizational big data technologies: How technology adoption motivations and technology design shape collaborative dynamics	13
COVID's Impacts on the Field of Labour and Employment Relations	13
Populist Syndrome and Nonmarket Strategy	13
Transactional Dependence and Technological Upgrading in Global Value Chains	13
Organizational Demographic Faultlines: Their Impact on Collective Organizational Identification, Firm Performance, and Firm Innovation	13
Helping While Competing? The Complex Effects of Competitive Climates on the Prosocial Identity and Performance Relationship	13
Stakeholder Orientation and Experiential Learning: Evidence from Corporate Acquisitions	13
Selecting Innovation Projects: Do Middle and Senior Managers Differ When It Comes to Radical Innovation?	13
You Speak, I Speak: The Social‐Cognitive Mechanisms of Voice Contagion	12
Algorithms and their Affordances: How Crowdworkers Manage Algorithmic Scores in Online Labour Markets	12
Under the Radar: Institutional Drift and Non‐Strategic Institutional Change	12
Temporal Orientation and Corporate Social Responsibility: Global Evidence	12
Strategic Venturing as Legitimacy Creation: The Case of Sustainability	12
Relational Expertise: What Machines Can't Know	12