Long Range Planning

Article	Citations
Barriers and drivers to sustainable business model innovation: Organization design and dynamic capabilities	282
Digital platforms’ boundaries: The interplay of firm scope, platform sides, and digital interfaces	178
The evolution of platform business models: Exploring competitive battles in the world of platforms	119
Strategizing in a digital world: Overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms	112
How do chief digital officers pursue digital transformation activities? The role of organization design parameters	108
Mapping, analyzing and designing innovation ecosystems: The Ecosystem Pie Model	98
Lean startup and the business model: Experimentation revisited	88
Lean Startup and the business model: Experimenting for novelty and impact	86
What explains the resilience of SMEs? Ambidexterity capability and strategic consistency	84
The ecosystem blueprint: How firms shape the design of an ecosystem according to the surrounding conditions	62
A motivation and ability perspective on engagement in emerging digital technologies: The case of Internet of Things solutions	59
Customer complementarity in the digital space: Exploring Amazon’s business model diversification	46
Scale-up modes: Profiling activity configurations in scaling strategies	44
A microfoundational perspective of organizational ambidexterity: Critical review and research directions	43
A call for action: The impact of business model innovation on business ecosystems, society and planet	42
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	42
In search of complementarities within and across platform ecosystems: Complementors’ relative standing and performance in mobile apps ecosystems	41
Humanizing strategy	39
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	39
Disentangling combinations and contingencies of generic strategies: A set-theoretic configurational approach	35
Leadership and business model innovation in late internationalizing SMEs	34
Emotion in strategic management: A review and future research agenda	31
Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs	30
The persistence of platforms: The role of network, platform, and complementor attributes	30
Board of directors structure and firm financial performance: A qualitative comparative analysis	29

Slicing the cake without baking it: Opportunistic platform entry strategies in digital markets	28
Business disruptions and affective reactions: A strategy-as-practice perspective on fast strategic decision making	28
Behind ambidextrous search: The microfoundations of search in family and non-family firms	28
Strategic leadership in organizational crises: A review and research agenda	27
Boon or curse? A contingent view on the relationship between strategic planning and organizational ambidexterity	27
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	27
Framing the multifaceted nature of design thinking in addressing different innovation purposes	26
Emotions, time, and strategy: The effects of happiness and sadness on strategic decision-making under time constraints	26
The dual effect of board gender diversity on R&D investments	26
The multi-level effects of corporate entrepreneurial orientation on business unit radical innovation and financial performance	24
Does exposure to a traumatic event make organizations resilient?	24
Dynamic capabilities and high-tech entrepreneurial ventures’ performance in the aftermath of an environmental jolt	24
The role of political ties and political uncertainty in corporate innovation	22
Ecosystem leadership as a dynamic capability	22
Home country institutions and exports of firms in transition economies: Does innovation matter?	21
Entrepreneurial copycats: A resource orchestration perspective on the link between extra-industry business model imitation and new venture growth	21
Micro-foundations of strategic decision-making in family business organisations: A cognitive neuroscience perspective	21
The origins of SWOT analysis	20
Political behavior does not (always) undermine strategic decision making: Theory and evidence	20
Toward a resilient complex adaptive system view of business models	20
Why and when female directors are less engaged in their board duties: An interface perspective	20
Surviving on the long tail: An empirical investigation of business model elements for mass customization	19
A dual-processing view of three cognitive strategies in strategic decision making: Intuition, analytic reasoning, and reframing	19
Institutional support and firms’ entrepreneurial orientation in emerging economies	17
Credibly reducing information asymmetry: Signaling on economic or environmental value by environmental alliances	17
Explaining the leopards’ spots: Responsibility-embedding in business model artefacts across spaces of institutional complexity	17
Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’	17
Success belongs to the flexible firm: How labor flexibility can retain firm innovativeness in times of downsizing	17
Experiential learning, M&A performance, and post-acquisition integration strategy: A meta-analysis	16
Cross-border acquisition performance of emerging market multinational enterprises: The moderating role of state-ownership and acquisition experience	16
Mission statements and performance: An exploratory study of science parks	15
Now, switch! Individuals’ responses to imposed switches between exploration and exploitation	15
Competition network as a source of competitive advantage: The dynamic capability perspective and evidence from China	15
Pluralist perspectives and diverse responses: Exploring multiplexed framing in incumbent responses to digital disruption	14
Cash for contingencies: How the organizational task environment shapes the cash-performance relationship	14
Business- and environment-related drivers of firms’ return on natural resources: A configurational approach	14
Consolidation and fragmentation in environmental scanning: A review and research agenda	14
Learning Club, Home Court, and Magnetic Field: Facilitating business model portfolio extension with a multi-faceted corporate ecosystem	14
Strategy implementation: Taking stock and moving forward	13
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	13
The micro-foundations of industrial diversification through foreign acquisitions: The multifaceted role of CEO experience	13
Advancing post-merger integration studies: A study of a persistent organizational routine and embeddedness in broader societal context	13
Exploring the boundaries of business model innovation and firm performance: A meta-analysis	13
The risk implications of diversification: Integrating the effects of product and geographic diversification	13
Configuring knowledge connectivity and strategy conditions for foreign subsidiary innovation	13
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	13
Ambidextrous orientation and performance in corporate venture units: A multilevel analysis of CV units in emerging market multinationals	13
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	13
Rewiring the intrafirm network under downsizing: The role of tie loss on discretionary tie formation	12
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	12

How digitalization affects the effectiveness of turnaround actions for firms in decline	12
“Invincibles” and “invisibles”: CEO status and the ‘Matthew effect’ in strategic decision-making	11
Cultural differences in paradoxical tensions in strategy episodes	11
Guardians of the previous regime: Post-CEO succession factional subgroups and firm performance	11
Effecting, but effective? How business model visualisations unfold cognitive impacts	10
The interface of the top management team and the board: A dynamic managerial capabilities perspective	10
Competitors as advisors: Peer assistance among small business entrepreneurs	10
Blended ambidexterity: The copresence of modes of ambidexterity in William Demant Holding	10
Crafting business models for conflicting goals: Lessons from creative service firms	10
Exploring how firms’ strategic political actions are organised to capture and share external information – The case of Alpha Plc	9
Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite	9
When tough get going: Performance of R&D in the adverse economic conditions	9
Does order of entry shape competitive strategies? An analysis of European mobile operators	9
Organizational transformation: Handling the double-edged sword of urgency	9
TMT organizational configurations and opportunity realization in established firms: An exploratory analysis	9
Managing coopetition in diversified firms: Insights from a qualitative case study	9
Leveraging middle managers’ brokerage for corporate entrepreneurship: The role of multilevel social capital configurations	9
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	8
Dynamic capabilities and ICT utilization in public organizations: An Empirical testing in local government	8
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	8
Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	8
Similarity perceptions in investor reactions to acquisition announcements	8
The challenge of board composition: Effects of board resource variety and faultlines on the degree of a firm’s international activity	8
Conceptualizing the de–materializing characteristics of internal inclusion in crowdsourced open strategy	7
Relative exploration and firm performance: Exploring curvilinear relationships and the role of industry, instability, and munificence	7
What can we learn from marketers? A bibliometric analysis of the marketing literature on business model research	7
Recovering the divide: A review of the big data analytics—strategy relationship	7
Ambidextrous working in health and social care services: A configurational view	7
Strategic planning committees on U.S. public company boards: Axiomatic or paradoxical?	7
Multiple Time Series Analysis for organizational research	6
Fast and rigorous: Configurational determinants of strategic decision-making balance	6
Transforming the music industry: How platformization drives business ecosystem envelopment	6
Investment attributes and learning from failure in foreign direct investments	6
Too good to say goodbye? Effect of stakeholder orientation on the survival of large firms	6
How strategy professionals develop and sustain an online strategy community – The lessons from Ericsson	6
A managerial interfaces perspective for competitive action research	6
How to beat early movers: The role of competitive strategy and industry dynamism on followers’ performance in the telecommunications industry	6
Restructuring in family firms: Balancing family objectives and economic prosperity	6
Conjoint effects of interacting strategy-making processes and lines of defense practices in strategic Risk Management: An empirical study	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
Hits and (near) misses. Exploring managers’ actions and their effects on localised resilience	6
How do shareholders influence international firms’ environmental strategies? The differential impact of strategic and financial investors	6
Two heads are safer than one: Changes in CEO duality and venture failure	6
Have we made ourselves (too) clear?—Performance effects of the incentive explicitness in CEO compensation	6
Firm-nonprofit collaboration: Explaining the rationale behind firms’ cross-sector partner choices	6
Responding to Inconsistent Performance Feedback on Multiple Goals: The Contingency Role of Decision Maker's Status in Introducing Changes	6
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	6
Walking on thin ice: CEOs′ internationalization decisions in underperforming firms	5
Trade-off among stakeholders: CEO political orientation and corporate social irresponsibility	5
Business model diversification: Demand relatedness, entry sequencing, and curvilinearity in the diversification-performance relationship	5
Strategic reframing as a multi-level process enabled with scenario research	5
Headquarters′ monitoring mechanisms, subsidiaries’ financial slack, and the contingent role of subsidiaries′ external embeddedness	5
Navigating challenging contexts: Costs and benefits of codified acquisition experience	5
Transformer in navigation: Diverse government roles for open innovation in China's high-speed rail	5
Positive Chair-CEO work relationships: Micro-relational foundations of organizational capabilities	5
Can you catch two birds with one stone? The impacts of nominating committee composition on board monitoring and resource provision	5
Managing non-family employees’ emotional connection with the family firms via shifting, compensating, and leveraging approaches	5
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	4
Neither complements nor substitutes: Examining the case for coalignment of contract-based and relation-based alliance governance mechanisms in coopetition contexts	4
When the display of emotion is not enough: An emotion boundary management perspective on the quality of strategic decisions	4
Identifying and managing persisting tensions affecting strategic learning from projects	4
Resource redeployment in corporate acquisitions: Going beyond horizontal acquisitions	4
Configuring a new business model through conceptual combination: The rise of the Huffington Post	4
Off the rivals’ radar in emerging market segments: Non-mutual rival recognition between new firms and incumbents	4
Family business system dynamics in the aftermath of in-law entry: A reflection on emotions and strategic change	4
Unsanctioned practice innovation: A process model	4
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	4
Firm failure and the exploration/exploitation dilemma: The role of firm life cycle	4
The divestment-reinvestment sequence in foreign countries: The role of relational vs. transactional ownership	4
How cross-cultural experience shapes emerging-market multinationals’ domestic performance after a cross-border acquisition	4
CEO replacement, top management vacancy, and the sequence of top management team changes in high technology turnaround companies	4
Dual strategy process in open strategizing	4
The impact of social class on top managers’ attitudes towards employee downsizing	4
All the bottles in one basket? Evaluating the effect of intra-industry diversification on risk	4
The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle	4
More (new) products, more problems? A systems perspective on increased capability deployment and organizational errors	4
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	4
Learning ‘from’ vs. learning ‘about’ partners in pre-acquisition strategic alliances: The role of familiarity	4
Strategic renewal: Can it be done profitably?	4
An investigation of the attention effects of venture capitalist backing on entrepreneurial firms	4

Director tenure and contribution to board task performance: A time and contingency perspective	4
Preemptive or promotive: The differential impact of strategic leaders’ political connections on firm long-term investment in China	4
How digital visualizations shape strategy work on the frontlines	4
Location-boundedness, investment irreversibility, and divestment of international joint ventures under host market demand uncertainty	4
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	4