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 2021-11-01 to 2025-11-01.)

Article	Citations
Editorial Board	158
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	134
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile	114
Board of directors structure and firm financial performance: A qualitative comparative analysis	97
Organizational identity and performance: An inquiry into nonconforming company names	90
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	88
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	66
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	65
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement	57
Mergers and acquisitions research: Time for a theory rejuvenation of the field	57
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	52
Ecosystem leadership as a dynamic capability	51
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	50
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies	46
The governance of gig platform organizations in developing countries	46
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	46
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	42
Editorial Board	36
Editorial Board	35
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	34
Editorial Board	34
A call for action: The impact of business model innovation on business ecosystems, society and planet	33
Which partners become targets? The role of location in partner acquisitions	32
Director tenure and contribution to board task performance: A time and contingency perspective	32
Emotions in the strategic management of family business organizations: Opening up the black box	32

Towards purposeful strategic planning: A mixed research synthesis across disciplines	31
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	27
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention	27
Walking on thin ice: CEOs′ internationalization decisions in underperforming firms	26
Political entrepreneurs and the perils of the top office	26
Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations	26
Managing C-suite conflict: The unique impact of internal and external governance interfaces on top management team reflexivity	25
Leadership and business model innovation in late internationalizing SMEs	25
Fast and rigorous: Configurational determinants of strategic decision-making balance	25
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	25
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	24
Predicting acquisition specific goodwill write-downs	23
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	23
Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation	21
Editorial Board	20
Editorial Board	20
Letting go or pushing forward: Director death and firm risk-taking	20
The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS	20
The dynamics of union-management collaboration during postmerger integration	20
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	19
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	19
Strength in numbers: Scale, scope, and performance in multipartner alliances	19
Editorial Board	19
Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage	19
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	18
Corporate decline and turnarounds in times of digitalization	17
Scale-up modes: Profiling activity configurations in scaling strategies	17
Meaning is in the eye of the beholder: Reconciling business model design with customer meaning-making	17
When less may be more: A dyadic view of franchise contracts	17
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	16
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	15
To attack or not attack? The role of relative status, awareness, and motivation	15
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	15
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	15
Editorial Board	14
What to teach when we teach digital strategy? An exploration of the nascent field	14
Strategy as engagement: What organization strategy can learn from military strategy	14
The wisdom and madness of crowds: How information networks and board cognition help or hinder firm performance across the business cycle	14
Home country institutions and nonmarket political strategy effects on EMNE foreign location choice	14
Strategic alliances for corporate sustainability innovation: The ‘how’ and ‘when’ of learning processes	14
Willingness to include: Enabling pro-social strategies in private settings	13
Friend or Foe? CEO gender, political ideology, and gender-pay disparities in executive compensation	13
Resilience in Top Management Teams: Responding to crisis by focusing on the future	13
Editorial Board	13
Editorial Board	12
Editorial Board	12
Rethinking new venture growth: A time series cluster analysis of biotech startups’ heterogeneous growth trajectories	12
The impact of social class on top managers’ attitudes towards employee downsizing	12
An evolutionary perspective on capabilities for fluid product-markets: The contingent effects of routinization and renewal in marketing, R&D, and operations	12
Editorial Board	12

Market reactions to acquisition announcements: The importance of signaling ‘why’ and ‘where’	12
A review of cognitive biases in strategic decision making	12
The impact of digitalization on internationalization from an internalization theory lens	11
Editorial Board	11
Strategic renewal: Can it be done profitably?	11
Project managers and decision making: Conditional cognitive switching and rationally stepping up	11
Advancing post-merger integration studies: A study of a persistent organizational routine and embeddedness in broader societal context	10
Fresh in the saddle: The influence of a new CEO's vision and origin, and CEO succession type on market actors' reactions	10
The regional and temporal nature of hypercompetition	10
How do shareholders influence international firms’ environmental strategies? The differential impact of strategic and financial investors	10
Learning ‘from’ vs. learning ‘about’ partners in pre-acquisition strategic alliances: The role of familiarity	10
Career concerns of young and old CEOs: Their effect on R&D spending in the software industry	10
Managing coopetition in diversified firms: Insights from a qualitative case study	10
Towards a more inclusive notion of values in acquisition research	10
Emotion in strategic management: A review and future research agenda	10
From start to stardom: The impact of resource allocation strategies on new venture survival and growth	10
Operating synergy and post-acquisition integration in corporate acquisitions: A resource reconfiguration perspective	10
Enhancing scenario originality: A conceptual framework for leveraging self-transcending knowledge in scenario development	10
Ambidexterity in family firms: The interplay between family influences within and beyond the executive suite	10
Deliberate simple rule creation and use: Activities and challenges	9
How digitalization affects the effectiveness of turnaround actions for firms in decline	9
In the eye of the beholder: Stakeholder perceived value in sustainable business models	9
Editorial Board	9
The value of a firm’s engagement in ESG practices: Are we looking at the right side?	9
The micro-foundations of industrial diversification through foreign acquisitions: The multifaceted role of CEO experience	9
When good deals need help getting done: Articulating side payment strategies	9
Business model diversification: Demand relatedness, entry sequencing, and curvilinearity in the diversification-performance relationship	9
How does digital new venture's customer orientation enhance strategic agility? The roles of strategic learning	9
Editorial Board	8
Acquisition integration capabilities and organizational design	8
Preemptive or promotive: The differential impact of strategic leaders’ political connections on firm long-term investment in China	8
Recovering the divide: A review of the big data analytics—strategy relationship	8
The dual effect of board gender diversity on R&D investments	8
Editorial Board	8
A turn of events: The case of the repurchase of Champagne Taittinger	7
Sustaining authenticity while enabling adaptation: Discursively navigating strategy-identity tensions over time	7
Exploring the boundaries of business model innovation and firm performance: A meta-analysis	7
Mission statement and social impact: Shedding light on the contribution of Italian B corps to society	7
The dual-edged sword effect of reciprocal information exchanges within partnerships on performance: The mediating role of creativity	7
Strategic leadership in organizational crises: A review and research agenda	7
The challenge of board composition: Effects of board resource variety and faultlines on the degree of a firm’s international activity	7
Too much of a good thing: Addressing the shape of relationship between positive media sentiment and IPO performance	7
Strategic governance of blockchain platforms: From centralized to open source control systems	7
Scratching the surface: Multinational enterprises and federalist political systems	7
Positive Chair-CEO work relationships: Micro-relational foundations of organizational capabilities	7
Multiple goal conflicts and exploratory innovation: Does alignment between team and organization help or hurt?	7
Neither complements nor substitutes: Examining the case for coalignment of contract-based and relation-based alliance governance mechanisms in coopetition contexts	6
Identifying and managing persisting tensions affecting strategic learning from projects	6
What drives integration teams to achieve high integration process performance in absorption acquisitions? A configurational analysis	6
The origins of SWOT analysis	6
Investment attributes and learning from failure in foreign direct investments	6
Home country institutions and exports of firms in transition economies: Does innovation matter?	6
Absorptive capacity components: Performance effects in related and unrelated diversification	6