OOIR: Observatory of International Research

Papers

(The median citation count of Long Range Planning is 5. 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
The regional and temporal nature of hypercompetition	51
Does restricted stock turn CEOs into risk-averse managers? Insights from the regulatory focus theory	51
Framing the multifaceted nature of design thinking in addressing different innovation purposes	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
Managing non-family employees’ emotional connection with the family firms via shifting, compensating, and leveraging approaches	28
How can David orchestrate resources to enhance firm performance? A dynamic approach to coping with resource constraints	28
How strategy professionals develop and sustain an online strategy community – The lessons from Ericsson	27
Unsanctioned practice innovation: A process model	26
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	25
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	24
Consolidation and fragmentation in environmental scanning: A review and research agenda	24
Editorial Board	23
Configuring knowledge connectivity and strategy conditions for foreign subsidiary innovation	23
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	23
To replicate or to renew your business model? The performance effect in dynamic environments	22
The micro-foundations of industrial diversification through foreign acquisitions: The multifaceted role of CEO experience	22
Scale-up modes: Profiling activity configurations in scaling strategies	22
Organizational identity and performance: An inquiry into nonconforming company names	21
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	20
In the eye of the beholder: Stakeholder perceived value in sustainable business models	20
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	19
Dynamic capabilities and ICT utilization in public organizations: An Empirical testing in local government	18
Managing goal heterogeneity in strategic initiatives	17
Competition, formal governance and trust in alliances: An experimental study	17
A balancing act: Independent and interdependent effects of board of directors and top management team gender composition on innovation	17
Extending the market theory of corporate political activity	16
Towards a deeper understanding of performance variance in the context of business groups: A multilevel analysis at the business unit level	16
Strategy as engagement: What organization strategy can learn from military strategy	16
The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle	16
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	16
Mergers and acquisitions research: Time for a theory rejuvenation of the field	15
What to teach when we teach digital strategy? An exploration of the nascent field	15
Editorial Board	15
Revisiting the relatedness hypothesis: The impact of merger relatedness on acquiring and rival firm value	14
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	14
Editorial Board	14
A dual-processing view of three cognitive strategies in strategic decision making: Intuition, analytic reasoning, and reframing	14
Open strategizing on social media: A process model of emotional mechanisms and outcomes from un-orchestrated participation	14
Commentary on formulating strategy from the outside in	14
Too good to say goodbye? Effect of stakeholder orientation on the survival of large firms	13
Location-boundedness, investment irreversibility, and divestment of international joint ventures under host market demand uncertainty	13
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	12
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	12
Micro-foundations of strategic decision-making in family business organisations: A cognitive neuroscience perspective	12
TMT functional complementarity and post-IPO performance: Evidence from the U.S. biotechnology industry	12
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	11
The moderating effects of national cultural practices on the relationship between international diversification strategies and corporate environmental responsibility disclosures	11
To attack or not attack? The role of relative status, awareness, and motivation	10
A microfoundational view of the interplay between open innovation and a firm's strategic agility	10

Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	10
Transformer in navigation: Diverse government roles for open innovation in China's high-speed rail	10
To be different or to be the same when you are a small firm? Competitive interdependence as a boundary condition of the strategic balance perspective	10
Business model diversification: Demand relatedness, entry sequencing, and curvilinearity in the diversification-performance relationship	10
The interactions of multidimensional corporate reputations and disaster donation strategies: How a firm can be known for its sense of social responsibility embodied in disaster donations	10
The ecosystem blueprint: How firms shape the design of an ecosystem according to the surrounding conditions	9
A motivation and ability perspective on engagement in emerging digital technologies: The case of Internet of Things solutions	9
Editorial Board	9
Home country institutions and nonmarket political strategy effects on EMNE foreign location choice	9
Editorial Board	9
How Does Digital New Venture’s Customer Orientation Enhance Strategic Agility? The Roles of Strategic Learning	9
How digitalization affects the effectiveness of turnaround actions for firms in decline	9
Ecosystem leadership as a dynamic capability	9
Editorial Board	9
Family business system dynamics in the aftermath of in-law entry: A reflection on emotions and strategic change	9
Editorial Board	8
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	8
Knowledge network structure and middle management involvement as determinants of TMT members’ ambidexterity: A multilevel analysis	8
Editorial Board	7
Dual strategy process in open strategizing	7
How digital visualizations shape strategy work on the frontlines	7
Off the rivals’ radar in emerging market segments: Non-mutual rival recognition between new firms and incumbents	7
Editorial Board	7
Mapping and managing productive organizational energy over time: The Energy Pattern Explorer tool	7
Editorial Board	7
Configuring a new business model through conceptual combination: The rise of the Huffington Post	7
Editorial Board	7
Hitting the ‘reset button’: The role of digital reorientation in successful turnarounds	7
Deliberate simple rule creation and use: Activities and challenges	7
Preemptive or promotive: The differential impact of strategic leaders’ political connections on firm long-term investment in China	7
The governance of gig platform organizations in developing countries	6
The reconstitution of broken interfirm relations	6
Setting the tone at the top: How the interface processes of organizational climate and non-TMT Managers' leadership transmit TMT cohesion to employees	6
Cross-border acquisition performance of emerging market multinational enterprises: The moderating role of state-ownership and acquisition experience	6
Editorial Board	6
Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’	6
Environmental sustainability–profitability beliefs among firm decision makers: Measurement and consequences	6
Willingness to include: Enabling pro-social strategies in private settings	6
Editorial Board	6
Navigating challenging contexts: Costs and benefits of codified acquisition experience	6
Acquisition integration capabilities and organizational design	6
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	6
Does family matter? Ownership, motives and firms’ environmental strategy	6
Intended or unintended strategy? The activities of middle managers in strategy implementation	6
Resilience in Top Management Teams: Responding to crisis by focusing on the future	5
Persistence in mobile app ecosystems: App longevity via updates and the role of complementor specialization	5
Why and when female directors are less engaged in their board duties: An interface perspective	5
Crafting business models for conflicting goals: Lessons from creative service firms	5
Emotions in the strategic management of family business organizations: Opening up the black box	5
Can you catch two birds with one stone? The impacts of nominating committee composition on board monitoring and resource provision	5
The impact of social class on top managers’ attitudes towards employee downsizing	5
A call for action: The impact of business model innovation on business ecosystems, society and planet	5
Institutional support and firms’ entrepreneurial orientation in emerging economies	5
Opening the black box of transition towards a sustainable business model	5
Recovering the divide: A review of the big data analytics—strategy relationship	5
Responding to Inconsistent Performance Feedback on Multiple Goals: The Contingency Role of Decision Maker's Status in Introducing Changes	5
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	5