OOIR: Observatory of International Research

Papers

(The H4-Index of Long Range Planning is 29. 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 2021-04-01 to 2025-04-01.)

Article	Citations
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	264
Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective	219
Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage	103
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	94
Meaning is in the eye of the beholder: Reconciling business model design with customer meaning-making	90
The interface of the top management team and the board: A dynamic managerial capabilities perspective	83
Speeds of post-merger integration: The roles of chronos and kairos in M&As	80
When good deals need help getting done: Articulating side payment strategies	72
Editorial Board	63
Editorial Board	61
Board of directors structure and firm financial performance: A qualitative comparative analysis	60
Does order of entry shape competitive strategies? An analysis of European mobile operators	56
Striving for superiority: A status perspective on the relationship between top management team demographic faultline strength and managerial risk-taking	55
More (new) products, more problems? A systems perspective on increased capability deployment and organizational errors	52
Framing the multifaceted nature of design thinking in addressing different innovation purposes	51
The regional and temporal nature of hypercompetition	51
Does restricted stock turn CEOs into risk-averse managers? Insights from the regulatory focus theory	51
Editorial Board	47
When less may be more: A dyadic view of franchise contracts	45
Corporate decline and turnarounds in times of digitalization	44
Enhancing scenario originality: A conceptual framework for leveraging self-transcending knowledge in scenario development	44
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	38
Does exposure to a traumatic event make organizations resilient?	37
Opening up corporate political strategizing – An institutional work approach	37
Strength in numbers: Scale, scope, and performance in multipartner alliances	35

Dynamics in strategic management research: An agenda for LRP	33
When does time enhance family firm performance? Examining family generation in control and family control dispersion through a mixed-gamble logic	30
Organizational path transformation in response to disruptive environmental changes: The role of middle managers	30
Experiential learning, M&A performance, and post-acquisition integration strategy: A meta-analysis	29
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	29