OOIR: Observatory of International Research

Papers

(The median citation count of Long Range Planning is 6. 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.)

Article	Citations
Editorial Board	283
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	245
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	112
Organizational identity and performance: An inquiry into nonconforming company names	97
Practice the Purpose Preach! Experimental Evidence on the Effect of Corporate Purpose on Workers' Willingness to Go the Extra Mile	96
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	82
How can David orchestrate resources to enhance firm performance? A dynamic approach to coping with resource constraints	79
Board of directors structure and firm financial performance: A qualitative comparative analysis	71
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	67
Mergers and acquisitions research: Time for a theory rejuvenation of the field	64
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	61
Ecosystem leadership as a dynamic capability	54
Descendant CEOs and Cross-Border Acquisitions in Family Firms: The Moderating Role of Family Involvement	54
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	53
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies	53
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	51
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	51
Editorial Board	49
Editorial Board	48
Editorial Board	39
Crafting business models for conflicting goals: Lessons from creative service firms	39
A call for action: The impact of business model innovation on business ecosystems, society and planet	38
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	38
Emotions in the strategic management of family business organizations: Opening up the black box	36
The governance of gig platform organizations in developing countries	35

Which partners become targets? The role of location in partner acquisitions	33
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	32
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention	32
Director tenure and contribution to board task performance: A time and contingency perspective	31
Fast and rigorous: Configurational determinants of strategic decision-making balance	31
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	30
Political entrepreneurs and the perils of the top office	29
Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity	29
Strategy implementation: Taking stock and moving forward	28
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	28
Why Some Are Less Willing to Share: Competitive Domains and Knowledge Transfer in Multi-unit Organizations	28
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	28
Leadership and business model innovation in late internationalizing SMEs	27
Walking on thin ice: CEOs′ internationalization decisions in underperforming firms	27
Predicting acquisition specific goodwill write-downs	23
The dynamics of union-management collaboration during postmerger integration	22
Editorial Board	22
Letting go or pushing forward: Director death and firm risk-taking	22
Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation	21
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms	20
Editorial Board	20
The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS	20
Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage	20
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	19
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	18
Scale-up modes: Profiling activity configurations in scaling strategies	18
Meaning is in the eye of the beholder: Reconciling business model design with customer meaning-making	18
Strength in numbers: Scale, scope, and performance in multipartner alliances	18
When less may be more: A dyadic view of franchise contracts	18
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	18
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	18
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	17
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	17
Corporate decline and turnarounds in times of digitalization	17
Editorial Board	17
Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	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	15
What to teach when we teach digital strategy? An exploration of the nascent field	15
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	14
Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’	14
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	14
Editorial Board	14
Home country institutions and nonmarket political strategy effects on EMNE foreign location choice	14
To attack or not attack? The role of relative status, awareness, and motivation	14
Resilience in Top Management Teams: Responding to crisis by focusing on the future	13
The impact of social class on top managers’ attitudes towards employee downsizing	13
A review of cognitive biases in strategic decision making	12
Editorial Board	12
Editorial Board	12

Digital platforms’ boundaries: The interplay of firm scope, platform sides, and digital interfaces	12
Rethinking new venture growth: A time series cluster analysis of biotech startups’ heterogeneous growth trajectories	12
Editorial Board	12
Willingness to include: Enabling pro-social strategies in private settings	12
Editorial Board	11
An investigation of the attention effects of venture capitalist backing on entrepreneurial firms	11
Strategic renewal: Can it be done profitably?	11
An evolutionary perspective on capabilities for fluid product-markets: The contingent effects of routinization and renewal in marketing, R&D, and operations	11
Learning ‘from’ vs. learning ‘about’ partners in pre-acquisition strategic alliances: The role of familiarity	10
From start to stardom: The impact of resource allocation strategies on new venture survival and growth	10
Project managers and decision making: Conditional cognitive switching and rationally stepping up	10
Editorial Board	10
Career concerns of young and old CEOs: Their effect on R&D spending in the software industry	10
Towards a more inclusive notion of values in acquisition research	10
The impact of digitalization on internationalization from an internalization theory lens	10
Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite	10
Fresh in the saddle: The influence of a new CEO's vision and origin, and CEO succession type on market actors' reactions	9
In the eye of the beholder: Stakeholder perceived value in sustainable business models	9
Managing coopetition in diversified firms: Insights from a qualitative case study	9
The regional and temporal nature of hypercompetition	9
The micro-foundations of industrial diversification through foreign acquisitions: The multifaceted role of CEO experience	9
Advancing post-merger integration studies: A study of a persistent organizational routine and embeddedness in broader societal context	9
How do shareholders influence international firms’ environmental strategies? The differential impact of strategic and financial investors	9
Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective	9
Enhancing scenario originality: A conceptual framework for leveraging self-transcending knowledge in scenario development	9
Emotion in strategic management: A review and future research agenda	9
How does digital new venture's customer orientation enhance strategic agility? The roles of strategic learning	8
Editorial Board	8
Deliberate simple rule creation and use: Activities and challenges	8
Editorial Board	8
How digitalization affects the effectiveness of turnaround actions for firms in decline	8
Business model diversification: Demand relatedness, entry sequencing, and curvilinearity in the diversification-performance relationship	8
The dual effect of board gender diversity on R&D investments	8
Recovering the divide: A review of the big data analytics—strategy relationship	8
When good deals need help getting done: Articulating side payment strategies	8
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	8
Preemptive or promotive: The differential impact of strategic leaders’ political connections on firm long-term investment in China	8
Acquisition integration capabilities and organizational design	8
Too much of a good thing: Addressing the shape of relationship between positive media sentiment and IPO performance	7
The challenge of board composition: Effects of board resource variety and faultlines on the degree of a firm’s international activity	7
Investment attributes and learning from failure in foreign direct investments	7
Scratching the surface: Multinational enterprises and federalist political systems	7
Leveraging middle managers’ brokerage for corporate entrepreneurship: The role of multilevel social capital configurations	7
Mission statement and social impact: Shedding light on the contribution of Italian B corps to society	7
Strategic leadership in organizational crises: A review and research agenda	7
Home country institutions and exports of firms in transition economies: Does innovation matter?	7
Positive Chair-CEO work relationships: Micro-relational foundations of organizational capabilities	7
Exploring the boundaries of business model innovation and firm performance: A meta-analysis	7
What drives integration teams to achieve high integration process performance in absorption acquisitions? A configurational analysis	7
Absorptive capacity components: Performance effects in related and unrelated diversification	7
Identifying and managing persisting tensions affecting strategic learning from projects	6
Performance implications of a corporate political strategy in Chinese firms: State versus market logics in different institutional settings	6
“Strategic governance of blockchain platforms: From centralized to open source control systems”	6
The dual-edged sword effect of reciprocal information exchanges within partnerships on performance: The mediating role of creativity	6
The origins of SWOT analysis	6
Sustaining authenticity while enabling adaptation: Discursively navigating strategy-identity tensions over time	6
A turn of events: The case of the repurchase of Champagne Taittinger	6
Customer complementarity in the digital space: Exploring Amazon’s business model diversification	6
The persistence of platforms: The role of network, platform, and complementor attributes	6