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 2022-01-01 to 2026-01-01.)

Article	Citations
Editorial Board	177
Organizational identity and performance: An inquiry into nonconforming company names	153
Practice the purpose preach! Experimental evidence on the effect of corporate purpose on workers' willingness to go the extra mile	121
When are acquisitions a viable catch-up strategy? Some empirical evidence from China	106
Monitoring the monitor: Enabling strategic change when the former CEO stays on the board	93
Family owners' fear of losing socio-emotional wealth: Implications for firm innovativeness	72
Top management team characteristics and digital innovation: Exploring digital knowledge and TMT interfaces	69
How does disruptive innovation influence the funding decisions of different venture capital investors? An empirical analysis on the role of startups' communication	64
Descendant CEOs and cross-border acquisitions in family firms: The moderating role of family involvement	62
Mergers and acquisitions research: Time for a theory rejuvenation of the field	58
Configurational conditions and Sustained Competitive Advantage: A fsQCA approach	53
Ecosystem leadership as a dynamic capability	51
Outside vs. inside succession: Environmental and organizational contexts, strategic decision, and firm performance	50
The boundary conditions for growth: Exploring the non-linear relationship between organic and acquisitive growth and profitability	46
Editorial Board	43
Editorial Board	38
Move fast and break things! innovation-intensive strategy, organizational permissiveness, and corporate wrongdoing	37
Editorial Board	37
The governance of gig platform organizations in developing countries	36
A call for action: The impact of business model innovation on business ecosystems, society and planet	35
Emotions in the strategic management of family business organizations: Opening up the black box	35
Labour-cost retrenchment strategies in times of crisis: Comparing market reactions to flexible and rigid strategies	34
Which partners become targets? The role of location in partner acquisitions	33
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention	32
Towards purposeful strategic planning: A mixed research synthesis across disciplines	32

Director tenure and contribution to board task performance: A time and contingency perspective	30
Political entrepreneurs and the perils of the top office	28
Discursive strategies for internal legitimacy: Narrating the alternative organizational form	28
Fast and rigorous: Configurational determinants of strategic decision-making balance	27
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
The impact of firms’ going public mode and capital market liability of foreignness on their choice of jurisdiction in the United States	25
Walking on thin ice: CEOs′ internationalization decisions in underperforming firms	24
Family CEO affect and R&D investments of family firms: The moderation effect of family ownership structure	23
Organizational learning in SMEs’ internationalization: A moderated mediating effect of absorptive capacity	23
Internal and external interfaces of the executive suite: Advancing research on the porous bounds of strategic leadership	22
The dynamics of union-management collaboration during postmerger integration	22
Leadership and business model innovation in late internationalizing SMEs	22
Predicting acquisition specific goodwill write-downs	22
Editorial Board	21
Embracing outward FDI while continuing exports? The impact of heterogeneity and vulnerability in family firms	20
Letting go or pushing forward: Director death and firm risk-taking	20
Creating high-quality innovations in China: The role of political ties and formal institutions	20
Reaching beyond the acquirer-target dyad in M&A – Linkages to external knowledge sources and target firm valuation	19
The competitive effects of financial and fiscal institutional arbitrage opportunities: Evidence from cross-border M&AS	19
Editorial Board	19
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants	18
Editorial Board	18
Strength in numbers: Scale, scope, and performance in multipartner alliances	18
The multifaceted government influence on CSR activities: CSR decoupling in an emerging market	17
Meaning is in the eye of the beholder: Reconciling business model design with customer meaning-making	17
Do board interlocks affect the frequency and pace of cross-border acquisitions by emerging market firms?	17
When less may be more: A dyadic view of franchise contracts	17
How strategic alliances shape problemistic search intensity: Evidence from responses to social and historical underperformance	16
Generalizing event studies using synthetic controls: An application to the Dollar Tree–Family Dollar acquisition	16
Boon or bane of open value creation: The impact of business model design and relational trust on competitive advantage	16
How family CEOs affect employees’ feelings and behaviors: A study on positive emotions	15
Corporate decline and turnarounds in times of digitalization	15
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
Home country institutions and nonmarket political strategy effects on EMNE foreign location choice	15
To attack or not attack? The role of relative status, awareness, and motivation	15
Who sits at the table? LinkedIn exposure shapes managers’ situated attention and strategic preferences	14
Strategy as engagement: What organization strategy can learn from military strategy	14
Editorial Board	14
What to teach when we teach digital strategy? An exploration of the nascent field	14