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 2021-09-01 to 2025-09-01.)
ArticleCitations
Editorial Board321
When are acquisitions a viable catch-up strategy? Some empirical evidence from China276
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board135
Organizational identity and performance: An inquiry into nonconforming company names122
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness110
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile87
Board of directors structure and firm financial performance: A qualitative comparative analysis87
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces84
Mergers and acquisitions research: Time for a theory rejuvenation of the field78
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement67
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication65
Ecosystem leadership as a dynamic capability63
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach61
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing54
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies54
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance53
Editorial Board51
Editorial Board48
Editorial Board44
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability43
Emotions in the strategic management of family business organizations: Opening up the black box41
The governance of gig platform organizations in developing countries41
A call for action: The impact of business model innovation on business ecosystems, society and planet40
Which partners become targets? The role of location in partner acquisitions36
Towards purposeful strategic planning: A mixed research synthesis across disciplines34
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention33
Discursive strategies for internal legitimacy: Narrating the alternative organizational form32
Director tenure and contribution to board task performance: A time and contingency perspective32
Leadership and business model innovation in late internationalizing SMEs31
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity30
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