OOIR: Observatory of International Research

Papers

(The TQCC of Long Range Planning is 14. 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