OOIR: Observatory of International Research

Papers

(The TQCC of Journal of Management Studies is 10. 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
The Cost of Dancing with the Government: A Conservation of Resources Theory of Political Networking and CEO Burnout	56
(When) Are Dynamic Capabilities Routine? A Mixed‐Methods Configurational Analysis	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
A Review of Fatherhood and Employment: Introducing New Perspectives for Management Research	49
Effective Firm Alignment with SIGEL Crises: The Temporal Mindsets of Decision Makers	49
Who Would be a Dean? Demonizing Deans and the Question of Role Modelling Leadership in our Business Schools	47
Correction to Catch Up with the Good and Stay Away from the Bad: CEO Decisions on the Appointment of Chief Sustainability Officers	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
Issue Information	31
Preparing for a Day that May Never Come: Venturing in Limbo	31
From Family Director Pathos to Board Ethos: Managing Multiple Role Identity Struggles in the Boardroom of Family Firms	31
From Hopeful Heroes to Cynical Martyrs: Identity Work and the Path‐Dependent Identification with Maladaptive Logics	30
Coworker Support Exceeding Expectations as a Double‐Edged Sword: The Role of Workplace Status	30
Do Female State Officials Improve Corporate Social Responsibility in their Jurisdictions? A Disadvantage‐Prohibiting Perspective	30
Rethinking Interpersonal Humour in Organizations: Clarifying Constructs and Charting A Path Forward	30
	29
Lifestyle Entrepreneurship: Literature Review and Future Research Agenda	29
Unpacking the Duality of Control and Trust in Inter‐Organizational Relationships through Action‐Reaction Cycles	28
Behavioural Agency and Firm Productivity: Revisiting the Incentive Alignment Qualities of Stock Options	28
Temporal Orientation and Corporate Social Responsibility: Global Evidence	28
Governing Corporations in National and Transnational Spaces: Cross‐Level Governmental Orchestration of Corporate Social Responsibility in South Korea	28
Shifting Gears Amid COVID‐19: Information Availability, Pandemic Imprints and Firms’ PPE Production	27
On Vulnerability, Coming out and Hiding	26
The Heuristics and Biases of Top Managers: Past, Present, and Future	26
Issue Information	26
Attracted to the Hustle? An Impression Management Perspective on Entrepreneurial Hustle in New Venture Recruitment	26
	26
Leave the Token, Take the Gavel: How National Quotas and Corporate Ownership Shape Gender Diversity on Major Board Committees	25
Rating Anticipation and Strategic Downward Selection in Consumer‐Generated Rating Systems: Evidence from a Peer‐to‐Peer Platform Market	24
Future Making as Emancipatory Inquiry: A Value‐Based Exploration of Desirable Futures	24
Unleashing the Impact Potential of Early‐Career Researchers: Recognizing the Value of Micro‐Level Impact	24
Issue Information	24
Institutional Logics and the Post‐Financing Relationship Between Investors and Entrepreneurs	23
An Inconvenient Truth: A Comprehensive Examination of the Added Value (or Lack Thereof) of Leadership Measures	23
Disentangling Knowledge Diversity: The Interactive Effect of Heterogeneity‐Based Knowledge Diversity and Inequality‐Based Knowledge Diversity on Team Innovation	23
Social Enterprise Referents: How Social Enterprises Help Organize Nascent Fields to Address Complex Societal Problems	23
Issue Information ‐ Notes for Contributors	22
Do Economic Sanctions Work? Evidence from the Russia‐Ukraine Conflict	22
How Alternative Management Ideas Are Realized for the Public Good: Performative Fabrics of Humanistic Practices	22
Issue Information ‐ Notes for Contributors	22
The Double‐Edged Sword of Error Sharing in Organizations: From A Self‐Disclosure Perspective	21
How to Build a Network that Facilitates Firm‐level Innovation: An Integration of Structural and Managerial Perspectives	21
Financial/Social Trade‐Offs in Dual‐Purpose Companies	21
Issue Information ‐ Notes for Contributors	20
Reframing Silence as Purposeful: Emotions in Extreme Contexts	20
Investors’ Reactions to Alliance‐Engendered Acquisition Ambiguity: Evidence from U.S. Technology Deals	20

Issue Information	20
	20
The Role of Frictions due to Top Management in Alliance Termination Decisions: Insights from Established Bio‐Pharmaceutical Firms	20
Imagining a Place for Sustainability Management: An Early Career Call for Action	19
Invisible Iterations: How Formal and Informal Organization Shape Knowledge Networks for Coordination	19
	19
Generating, Grading, and Ghosting: How Organizing Experts Shapes Expertise	19
Foreign Market Investment as a Locus of Response to Adverse Performance	18
What's in a Name? How Senior Managers use Name‐Based Heuristics to Allocate Financial Resources in Multinational Corporations	18
Smart Tech is all Around us – Bridging Employee Vulnerability with Organizational Active Trust‐Building	18
Issue Information ‐ Notes for Contributors	17
Causal Mechanisms in Corporate Social Responsibility (CSR) Management: A Meta‐Synthesis of Micro‐CSR Research	17
Transformational Hybridity: Shape, Shake, and Shift Up for Societal Grand Challenges	17
Issue Information	17
The Fire to Inspire: A Multilevel and Multimethod Investigation of How and When CEO Passion for Organizational Development Impacts Employee Creativity	17
Issue Information	17
The Effect of Side‐Hustle Thriving on Full‐Time Work Performance: A Conservation of Resources Perspective	17
	17
Forged at Workforce Entry? CEO Imprinting, Information Uncertainty and Merger Wave Timing	17
Climate Change and the Politics of System‐Level Change: The Challenges of Moving beyond Incremental Transformation	17
Decomposing the Drivers of Innovation Performance	17
Take it from the Top: How Intensity ofTMTJoint Problem Solving and Levels of Interdependence Influence Quality of Strategy Implementation Coordination and Firm Performance	16
How Do Innovation Ecosystems Emerge? The Case of Nanotechnology in Israel	16
Behind the Stigma Shield: Frontline Employees’ Emotional Response to Organizational Event Stigma at Work and at Home	16
Place in Entrepreneurial Storytelling: A Study of Cultural Entrepreneurship in a Deprived Context	16
The Rise and Fall of Structural Contingency Theory: A Theory’s ‘autopsy’	16
Transforming Management Education: Insights from Social‐Ecological Systems and Social Innovation Research	15
What is the Strategy of Strategy to Tackle Climate Change?	15
Technological Uncertainty, Value Appropriation, and Dense Versus Dispersed Patent Portfolios	15
From Boundary Spanning to Intergroup Knowledge Integration: The Role of Boundary Spanners’ Metaknowledge and Proactivity	15
Things at Work: How Things Contribute to Performing Work	15
Can Corporate Social Responsibility Lead to Social License? A Sentiment and Emotion Analysis	15
Do Hybrid Goals Pay off? Social and Economic Goals in Academic Spin‐Offs	15
	14
List of Reviewers for this Special Issue	14
Acquisition Relatedness in Family Firms: Do the Environment and the Institutional Context Matter?	13
Issue Information ‐ Notes for Contributors	13
Dissonance, Reflection and Reframing: Unpacking the Black Box of Motivation Internalization	13
	13
A Contingency View of Impression Management: Heterogeneous Investor Responses to CEO Positive Portrayal of Mergers and Acquisitions	13
Common Sense, New Sense or Non‐Sense? A Critical Discursive Perspective on Power in Collective Sensemaking	13
Imitation of Location Choices for Foreign Investments: The Role of Subnational Foreign Locations' Cultural Tightness	13
How Companies Restrain Means–Ends Decoupling: A Comparative Case Study of CSR Implementation	13
Re‐Evaluating the Offshoring Decision: A Behavioural Approach to the Role of Performance Discrepancy	13
	12
How Deep‐Level and Surface‐Level Board Diversity, Formal and Informal Social Structures Affect Innovation	12
Decolonizing Management Theory: A Critical Perspective	12
Walling in and Walling out: Middle Managers' Boundary Work	12
Correction to “Organizational Stigma: Taking Stock and Opening New Areas for Research”	12
Passion Amid the Pandemic: Applying a Person‐Centered Approach to Examine Cross‐Domain Multi‐Passion Profiles during a Crisis	12
Opportunity or Threat? Exploring Middle Manager Roles in the Face of Digital Transformation	12
Ernst Cassirer and the Symbolic Foundation of Institutions	12
List of People Who Reviewed for JMS in 2021	12
List of People Who Reviewed for this Special Issue	12
Pace Layering as a Metaphor for Organizing in the Age of Intelligent Technologies: Considering the Future of Work by Theorizing the Future of Organizing	12
Pyramidal Ownership and SOE Innovation	11
Inequalities in Research Translation: Toward more Equitable Pathways to Impact	11
Synergy Evaluation in Mergers and Acquisitions: An Attention‐Based View	11
Transforming How Ambivalence About DEI Work is Managed in Organizations	11
Perceived Organizational Purpose: Systematic Literature Review, Construct Definition, Measurement and Potential Employee Outcomes	11
Whose Rhetoric Matters? Social Responsibility Rhetoric and the Moderating Influence of Social Roles in Crowdfunding Pitches	11
Theorizing Waste as a Technique of Power in Capitalistic Stakeholder Relations	11
Issue Information ‐ Notes for Contributors	10
Incomplete Institutional Change and the Persistence of Racial Inequality: The Contestation of Institutional Misalignment in South Africa*	10
Hybridity in Non‐profits: Innovating for Social Value Creation	10
Being Aware of Death: How and when Mortality Cues Incite Leader Expediency Versus Servant Leadership Behaviour	10
	10
Indigenous Theory Uses, Abuses, and Future	10
Rivalry as a Contextual Factor of Gender Inequality in Network Returns	10