Long Range Planning

Papers
(The H4-Index of Long Range Planning is 30. 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 2021-06-01 to 2025-06-01.)
ArticleCitations
Editorial Board283
When are acquisitions a viable catch-up strategy? Some empirical evidence from China245
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board112
Organizational identity and performance: An inquiry into nonconforming company names97
Practice the Purpose Preach! Experimental Evidence on the Effect of Corporate Purpose on Workers' Willingness to Go the Extra Mile96
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness82
How can David orchestrate resources to enhance firm performance? A dynamic approach to coping with resource constraints79
Board of directors structure and firm financial performance: A qualitative comparative analysis71
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces67
Mergers and acquisitions research: Time for a theory rejuvenation of the field64
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach61
Ecosystem leadership as a dynamic capability54
Descendant CEOs and Cross-Border Acquisitions in Family Firms: The Moderating Role of Family Involvement54
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies53
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication53
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance51
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability51
Editorial Board49
Editorial Board48
Crafting business models for conflicting goals: Lessons from creative service firms39
Editorial Board39
A call for action: The impact of business model innovation on business ecosystems, society and planet38
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing38
Emotions in the strategic management of family business organizations: Opening up the black box36
The governance of gig platform organizations in developing countries35
Which partners become targets? The role of location in partner acquisitions33
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention32
Discursive strategies for internal legitimacy: Narrating the alternative organizational form32
Fast and rigorous: Configurational determinants of strategic decision-making balance31
Director tenure and contribution to board task performance: A time and contingency perspective31
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure30
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